The literature is convincing that teachers are leaving the profession in record numbers (Owing, 2004; Ingersoll, 2002). Although there are a variety of reasons that may spur this problem, there is substantial evidence that mentoring programs are an effective means of addressing this issue and that principals serve a critical role in the success of these programs (Moir 2001; Ingersoll, 2001a). Although mentoring and principal support have been recognized as key components in the retention of novice teachers, the literature does not document overwhelming success when mentoring is implemented in most schools. One must question the reasons for the continuation of teacher attrition when these retention factors have been clearly identified. The primary purpose of this study is to examine the congruency of perceptions among the principal, novice teacher, and mentor teacher regarding the role of the principal in supporting mentoring programs at the campus level. The relationship between a principal's perception of his/her role in a mentoring program and the teacher retention rate at the school was studied. In addition, the study explored the preparation and readiness of the principal to serve in a leadership role in the development and implementation of a campus mentoring program.

The literature is convincing that teachers are leaving the profession in record numbers (Owing, 2004; Ingersoll, 2002). Although there are a variety of reasons that may spur this problem, there is substantial evidence that mentoring programs are an effective means of addressing this issue and that principals serve a critical role in the success of these programs (Moir 2001; Ingersoll, 2001a). Although mentoring and principal support have been recognized as key components in the retention of novice teachers, the literature does not document overwhelming success when mentoring is implemented in most schools. One must question the reasons for the continuation of teacher attrition when these retention factors have been clearly identified. The primary purpose of this study is to examine the congruency of perceptions among the principal, novice teacher, and mentor teacher regarding the role of the principal in supporting mentoring programs at the campus level. The relationship between a principal's perception of his/her role in a mentoring program and the teacher retention rate at the school was studied. In addition, the study explored the preparation and readiness of the principal to serve in a leadership role in the development and implementation of a campus mentoring program.

Thesis (Ph. D.)--University of Missouri-Columbia, 2006. / The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file viewed on (Mar. 5, 2007). Includes bibliographical references.

Many researches have proved that mentoring relationship has positive effects on individuals and organizations. In past, the mentoring relationship in organization is informal, but more firms take mentoring into formal system. This research want to understand how the formal mentoring system be implemented in Taiwan and it bring about what effects for human resources development in order to find the general methods for other firm to refer to. In this research, we use a case study approach and employ the in-depth interview technique which includes five firms which implement formal mentoring system as the research samples. Moreover, by using domestic and international references, we can draw out the methods and effects. This research concludes the following results by interview materials and literary: the goal of formal mentoring system is not only for training new employees but also the assistant system for more important strategic goals; managers take the responsibilities of selecting appropriate mentors for new employees; although managers interfere with the matching process, with the organizational culture, there is no negative mood exert; organizations don¡¦t play a role in the communication process, but filter in the process of selecting and matching to control the interact between mentor and protégé, even develop long-term friendship; mentors will monitor protégés by document records and report anytime; organization will evaluate mentor and mentoring relationship to adjust the problem; otherwise, reward system won¡¦t influence the mentors¡¦ involvement. The effects of mentoring to human resources development include mentors¡¦ career development and psychological satisfaction but without covering promoting. For protégé, mentoring system is helpful for career development, problems solving and building communication network. At last, for organization, there are plenty of researches for it, including delivering information, making employees¡¦ psychology stable, proving the employee¡¦s ability and moreover raising the organizational competitive power.

Thesis (EdD)--Open University. BLDSC no. DXN070124.

This study sets out to examine the process of mentoring in relation to young people and youth work. It takes a qualitative approach to examining mentoring from the perspectives of the participants, both young people and adults. Techniques employed include group interviews, and in-depth individual interviews. The investigation focuses on informal mentoring processes within youth settings. The predominance of the 'classic' model of mentoring is challenged as are the underlying constructions of young people as 'unfinished'. A purposive sample was drawn from a wide range of rural and urban youth groups in the North East of Scotland. 200 young people took part in a series of group interviews (n=120 young women, n=80 young men). A sub-sample of 30 was drawn from this and interviewed individually. 21 from the sub-sample were interviewed again, approximately six months apart. A further sample of 30 adults was interviewed, 13 of whom had been identified by young people while 17 were youth workers whose remit included a mentoring element. Flexible interview frameworks were used as a guide for discussion and the interviews were largely informal and unstructured. From these interviews a number of forms of mentoring were identified. These suggest that young people experience a diversity of styles of mentoring. Related to this a number of ecological factors (e.g. gender identity, early pregnancy) influence these different forms. Common to both these dimensions were distinctive processes of mentoring which were considered to be salient by both young people and adults. Thus it is proposed that mentoring is more accurately described as a set of processes within a relationship rather than a relationship <I>per se.</I> These processes in turn are intimately linked to the outcomes of mentoring which contribute to a unique form of cultural capital (Bourdieu, 1973). An attempt is made to theorise mentoring more adequately and in particular to take account of the perceptions and perspectives of mentees and mentors.

Project report (D.Min.)--Golden Gate Baptist Theological Seminary, 2008. / Typescript. Description based on Print version record. Includes bibliographical references (leaves 140-142).

No description available.

Recently several enterprises are use to assisting the new employee with ¡§the mentoring function¡¨ for adaption and quick learning to get involved in their enterprises . And also there¡¦re some researches discussing about this issue. However, there should be an assumption in those is the person must be the formal employee of this company. Therefore, this research will be a case study which focuses on a foreign insurance company which has been for more than 20 years in Taiwan. The way they use of mentoring is different from others. They have started it from begining of recruit. It means that they will provide the level of management not only mentoring function but the estimate of the person whethere he/she may be the right one to take the job. That¡¦s the reason why I did research deeply in it in order to know more about the system of recruiting and training. In this case study, after using this function, the performance of new guys is obviously higher than other insurance companies. There¡¦re some my person opinions to suggest them and it might help them to consider more. Firstly, the company should fully authorise for the level of management to choose the person who suits to work in this company and work out tightly to gain the biggest benefits. Secondly, the case study shows that the company insists the way of recruit, hence the cost and training time would be higher than others. They should measure the whole system more completely for developing organization and staff settle.

Thesis (D. Min.)--Denver Seminary, 2003. / Includes bibliographical references (leaves 264-278).