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Journal of Management
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Organization-Level Mentoring and Organizational Performance Within Substance Abuse Centers

Tammy D. Allen

University of South Florida, Department of Psychology, 4202 E. Fowler Ave., PCD4118G, Tampa, FL 33620-7200, tallen{at}luna.cas.usf.edu

Mark Alan Smith

Valtera Corporation, Rolling Meadows, Illinois

Fred A. Mael

Mael Consulting

Patrick Gavan O'Shea

Human Resources Research Organization, Human Resources Research Organization, Virginia

Lillian T. Eby

4 Applied Psychology Program, University of Georgia, Athens

Individual benefits to those who have been mentored are well documented. The present study demonstrates that organization-level mentoring relates to overall organizational performance. In a study of 589 employees of 39 substance abuse treatment agencies, the authors found that agencies with a greater proportion of mentored employees also reported greater overall agency performance. Organization-level mentoring also related to organization-level job satisfaction, organization-level organizational citizenship behavior, and organization-level learning. Results provide justification for organizational investment of time and resources into efforts designed to facilitate mentoring, as well as support the notion that mentoring may provide a competitive advantage to organizations.

Key Words: mentoring • organizational citizenship behavior • organizational learning • job satisfaction • performance

This version was published on September 1, 2009

Journal of Management, Vol. 35, No. 5, 1113-1128 (2009)
DOI: 10.1177/0149206308329969
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