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El desarrollo de los recursos humanos a través del mentoring: El caso español

The human resources development through mentoring: The Spanish case

Journal Name:

  • Intangible Capital

Publication Year:

  • 2012
DOI: 
http://dx.doi.org/10.3926/ic.292

Key Words:

Keywords (Original Language):

Author NameUniversity of Author
Abstract (2. Language): 
Purpose: Mentoring is a practice to encourage the development of human resources increasingly used by companies. However, research on the subject still presents many aspects that have not been sufficiently addressed. Thus, the aim of this study is analyze the effects of this practice and its benefits in individuals and businesses, exposing a series of practical guidelines for its use to be effective. Then, we proceed to contrast the previous approaches, analyzing the impact of mentoring on performance, both organizational and individual levels in a sample of Spanish companies. The results show that there is a direct causal relationship between the use of mentoring programs and growth of the company and its human capital. Design/methodology: Following the theoretical approach we proceed to test the hypotheses using structural equation methodology and confirmatory factor analysis of the measurement scales. Findings: The results show the existence of a causal and direct effect of the implementation of mentoring and businesses performance. This validated the theoretical approaches formulated and contribute to a deeper understanding of this practice, its conditions of effectiveness and benefits of the company. Practical implications: Mentoring begins with the incorporation of the protégé (an employee with capacity for promotion and improvement and his career plan includes the use of this technique). From this moment, the next step is to choose a mentor, usually someone more experienced and knowledgeable about the organization. Much of the success of mentoring is based on the proper choice of the mentor, must be analyzed so thoroughly, so that the mentor-mentee pair has affinity, trust and develop in a climate. On the other hand, helps to provide mentoring and socializing new employees, as the mentor acts as a transmitter of knowledge and information about the company culture, values, norms, strategies, prepares professionals coming or for other countries, improving adaptation and knowledge of the country's pupil involved in the mentoring process, get ready to rise to positions of increasing responsibility in the company, according to their career plans and strategy of the organization. Originality/value: This work enables the advancement in knowledge of mentoring in business and provides empirical evidence of its usefulness to staff of human resources.
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Abstract (Original Language): 
Objeto: El mentoring es una práctica para favorecer el desarrollo de los recursos humanos cada día más utilizada por las empresas. Sin embargo, la investigación sobre el tema presenta aún numerosos aspectos que no se han abordado lo suficiente. El objetivo de este trabajo es conocer esta práctica, analizar sus efectos y conocer que beneficios que reporta a los individuos y a las empresas que la utilizan, exponiendo una serie de indicaciones prácticas para que su aplicación resulte efectiva. Posteriormente, procedemos a contrastar los planteamientos anteriores, analizando el impacto del mentoring en el rendimiento, tanto a nivel organizacional como a nivel individual, en una muestra de empresas españolas. Los resultados reflejan que existe una relación causal directa entre el empleo de los programas de mentoring y el crecimiento de la empresa y su capital humano. Diseño/metodología/enfoque: Tras el planteamiento teórico se procede a contrastar las hipótesis mediante la metodología de ecuaciones estructurales, realizando previamente un análisis factorial confirmatorio de las escalas de medida. Aportaciones y resultados: Los resultados muestran la existencia de un efecto causal y directo de la aplicación del mentoring y el rendimiento de las empresas de la muestra. De este modo validamos los planteamientos teóricos formulados y contribuimos a un conocimiento más profundo de esta práctica, sus condiciones de efectividad y los beneficios que reporta a la empresa. Implicaciones prácticas: El mentoring se inicia con la incorporación del pupilo, un empleado con posibilidades de promoción y mejora, cuyo plan de carrera contempla la utilización de esta técnica. A partir de este instante, el siguiente paso será elegir el mentor, normalmente una persona con más experiencia y conocedora de la organización. Gran parte del éxito del mentoring se basa en la adecuada elección del mentor, por ello debe ser analizado de manera minuciosa, de manera que la pareja mentor-pupilo tenga afinidad, confianza y se desarrolle en un clima propicio. Por otro lado, el mentoring ayuda a incorporar y socializar nuevos empleados, pues el mentor actúa como trasmisor de conocimiento e información de la cultura de la compañía, sus valores, normas estrategias, prepara los profesionales que proceden o son destinados a otros países, mejorando adaptación y conocimiento del país El pupilo que interviene en el proceso de mentoring conseguirá estará preparado para alcanzar posiciones de mayor responsabilidad en la empresa, de acuerdo con sus planes de carrera y estrategia de la organización. Originalidad / Valor añadido: Este trabajo permite el avance en el conocimiento del mentoring en el ámbito empresarial y proporciona evidencia empírica de su utilidad para los directivos de recursos humanos.
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