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Felicia O. Mokuolu , M.S. University of Oklahoma Kizzy M. Parks, Ph.D.

Trust and Mentoring Effectiveness: The Roles of Equal Opportunity Climate and Organizational Commitment. Felicia O. Mokuolu , M.S. University of Oklahoma Kizzy M. Parks, Ph.D. K. Parks Consulting, Inc. DEOMI. Overview.

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Felicia O. Mokuolu , M.S. University of Oklahoma Kizzy M. Parks, Ph.D.

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  1. Trust and Mentoring Effectiveness: The Roles of Equal Opportunity Climate and Organizational Commitment Felicia O. Mokuolu, M.S. University of Oklahoma Kizzy M. Parks, Ph.D. K. Parks Consulting, Inc. DEOMI

  2. Overview • Examine the differences between formal and informal mentoring programs • Discuss equal opportunity (EO) climate and organizational commitment in relation to trust and mentoring effectiveness • Summarize key findings • Provide recommendations for organizations

  3. Background • Current discourse on informal versus formal mentoring programs • Equal opportunity climate: Individuals’ beliefs of the extent to which discrimination and harassment are likely to arise, based on demographic characteristics • Organizational commitment: The extent of an individual’s acceptance and internalization of an organization’s values and goals (Chao, 2009; Dirks, 2000; Dansby & Landis, 1991; Jans, 1989; Porter et al., 1979)

  4. Background • Trust: The expectation of the dependability of the actions or words of individuals in a group, characterized by the willingness to be vulnerable to group members • It is plausible that trust could be facilitated by positive EO climate, potentially leading to organizational commitment in workgroups (Chao, 2009; Dirks, 2000; Allen, Eby & Lentz, 2006; Dansby & Landis, 1991)

  5. Current Study • No known research has examined the moderating role of equal opportunity climate in the relationship between trust and mentoring effectiveness, especially in the military • The current study aims to fill this void • Military personnel operate in scenarios with high financial cost and dire consequences associated with mission failure, or inadequate execution of job related responsibilities (Dirks, 2000; Allen, Eby & Lentz, 2006; Dansby & Landis, 1991)

  6. Hypotheses • H1: Associations between trust and mentoring effectiveness will be moderated by equal opportunity climate • H2: organizational commitment will moderate the relationship between trust and mentoring effectiveness

  7. Method • Participants • 740 military personnel from both the Department of Defense and the Department of Homeland Security • Procedure • Defense Equal Opportunity Management Institute (DEOMI) Organizational Climate Survey (DEOCS) • Analyses • Moderated regression • Control variables: Age, race, gender, military rank and branch

  8. Key Findings • Equal opportunity climate moderated the relationship between trust and mentoring effectiveness • Organizational commitment did not emerge as a moderator in the relationship between trust a mentoring effectiveness

  9. Recommendations • Longitudinal research to establish causal relationships between organizational-level forces and mentoring effectiveness would be beneficial • A culture that supports a positive EO climate, and adheres to fair procedures should be encouraged • Additional research should explore the nexus between trust and organizational commitment in relation to mentoring effectiveness

  10. References Allen, T. D., Eby, L. T., & Lentz, E. (2006). Mentorshipbehaviors and mentorshipqualityassociated with formal mentoring programs: closing the gap between research and practice. Journal of Applied Psychology, 91(3), 567-578. Chao, G. T. (2009). Formal mentoring: Lessons learned from past practice. Professional Psychology: Research and Practice, 40(3), 314-320. Dansby, M. R., & Landis, D. (1991). Measuring equal opportunity in the military environment. International Journal of Intercultural Relations, 15, 389-405. Dirks, K. T. (1999). The effects of interpersonal trust on work group performance. Journal of Applied Psychology, 84, 445-455. Dirks, K. T. (2000). Trust in leadership and team performance: Evidence from NCAA basketball. Journal of Applied Psychology, 85(6), 567-578. Dirks, K. T., & Ferrin, D. L. (2001). The role of trust in organizational settings. Organizational Science, 12(4), 450-467. Jans, N. A. (1989). Organizational commitment, career factors, and career/life stage. Journal of Organizational Behavior, 10(3), 247-266. Porter, L. W., Steers, R. M., Mowday, R. T., Boulian P.V. (1979). Organizational commitment, job satisfaction, and turnover around psychiatric technicians. Journal of Applied Psychology, 59, 603-609. Walsh, B. M., Matthews, R. A., Tuller, M. D., Kizzy M. Parks, K. M., & McDonald, D. P. (Under review). A Multilevel Model of the Effects of Equal Opportunity Climate on Job Satisfaction in the Military.

  11. Questions Contact Information Felicia O. Mokuolu, M.S. E-mail: fmokuolu@ou.edu & Kizzy M. Parks, Ph.D. E-mail: kparks@kparksconsulting.com

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