Werven van vrijwilligers en het inspelen op hun verwachtingen - ERIM
Werven van vrijwilligers en het inspelen op hun verwachtingen - ERIM
Werven van vrijwilligers en het inspelen op hun verwachtingen - ERIM
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Naast verschill<strong>en</strong>de doelgroep<strong>en</strong> zijn er misschi<strong>en</strong> ook internationale <strong>en</strong> culturele verschill<strong>en</strong><br />
conform de resultat<strong>en</strong> <strong>van</strong> Clutterbuck <strong>en</strong> Megginson (1999) in <strong>hun</strong> onderzoek naar m<strong>en</strong>toring<br />
door (t<strong>op</strong>-)managers in <strong>het</strong> bedrijfslev<strong>en</strong>. Opvall<strong>en</strong>d in <strong>hun</strong> analyse is de relatieve<br />
gelijkwaardigheid <strong>van</strong> m<strong>en</strong>tor <strong>en</strong> gem<strong>en</strong>toreerde in de Nederlandse context vergelek<strong>en</strong> bij<br />
Amerika. Ook lijkt <strong>het</strong> er<strong>op</strong> dat m<strong>en</strong>toring meer gericht is <strong>op</strong> praktische aspect<strong>en</strong> dan <strong>het</strong> meer<br />
‘zware’ inzicht in jezelf <strong>van</strong> bijvoorbeeld Frankrijk of Groot Brittannië. Binn<strong>en</strong> de ontwikkeling<br />
<strong>van</strong> e<strong>en</strong> m<strong>en</strong>tor- gem<strong>en</strong>toreerde relatie kunn<strong>en</strong> volg<strong>en</strong>s Kram (1983), wederom in e<strong>en</strong> onderzoek<br />
naar de relatie tuss<strong>en</strong> managers <strong>en</strong> (jonge) werknemers, verschill<strong>en</strong>de fases word<strong>en</strong><br />
onderscheid<strong>en</strong>: de initiatiefase, cultiveringfase, afscheidingfase <strong>en</strong> de herdefiniëringfase (zie tabel<br />
1). Deze fasering laat goed zi<strong>en</strong> dat in klassieke m<strong>en</strong>toring de gem<strong>en</strong>toreerde uiteindelijk de<br />
m<strong>en</strong>tor niet meer nodig heeft.<br />
Phases of The M<strong>en</strong>tor Relationship<br />
Phase Definition Turning Points<br />
Initiation A period of six months to a year Fantasies become concrete expectations.<br />
during which time the relation- Expectations are met; s<strong>en</strong>ior manager pro-<br />
ship gets started and begins to vides coaching, chall<strong>en</strong>ging work, visibility;<br />
have importance for both managers junior manager provides technical assis-<br />
tance, respect and desire to be coached.<br />
There are <strong>op</strong>portunities for interaction<br />
Cultivation A period of two to five years dur- Both individuals continue to b<strong>en</strong>efit from the<br />
ing which time the range of ca- relationship.<br />
reer and psychosicial functions Opportunities for meaningful and more fre-<br />
provided expand to a maximum. qu<strong>en</strong>t interaction increase.<br />
Emotional bond deep<strong>en</strong>s and intimacy in-<br />
creases.<br />
Separation A period of six months to two Junior manager no longer wants guidance but<br />
years after a significant change rather the <strong>op</strong>portunity to work more autono-<br />
in the structural role relation- mously.<br />
ship and/ or in the emotional ex- S<strong>en</strong>ior manager faces midlife crisis and is less<br />
peri<strong>en</strong>ce of the relationship. available to provide m<strong>en</strong>toring functions.<br />
Job rotation or promotion limits <strong>op</strong>portunities<br />
for continued interaction; career and psycho-<br />
social functions can no longer be provided.<br />
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