Analysing the impact of Mentoring on Job Burnout-Job Satisfaction Relationship: An Empirical Study on Indian Managers

Analysing the impact of Mentoring on Job Burnout-Job Satisfaction Relationship: An

Empirical Study on Indian Managers

Abstract

The purpose of the study is to explore the relationship between Job Burnout-Job Satisfaction as

moderated by Mentoring. The present study was done on a sample of 300 Managers belonging to

Private Sector Organizations of Delhi and MP States. Variables in the study were assessed using

three validated Instruments. Descriptive statistics, Factor Analysis, Pearson Product Moment

Correlation and Hierarchical regression analysis was used to analyze the data. It was found that

Job Burnout was negatively related to Job Satisfaction and Mentoring moderated the Job

Burnout and Job Satisfaction relationship. Talent management is critical for India to maintain its

economic growth and competitive advantage and to address the talent gap, it is essential for the

Oganisations to strengthen their Mentoring policy leading to low Job Burnout and thus more satisfaction

with the job. By understanding the relationship between these variables, the organisations should

conduct training programmes to actively manage their Human capital.

Key Words: Research Paper, Job Burnout, Job Satisfaction, Mentoring, Private sector managers.

Analysing the impact of Mentoring on Job Burnout-Job Satisfaction

Relationship: An Empirical Study on Managers

Introduction

The concept of formal mentoring is not new, but the ways in which smart companies

conceptualize, track, and leverage these relationships is constantly evolving. Research shows that

diverse groups have reduced access to mentors when compared to their colleagues, and that most

organizations are not taking full advantage of mentoring for career development or taking

adequate steps to ensure strategic metrics and accountability measures are in place. Seventy-one

percent of companies reported having a formal mentoring program; India-HQ companies (79

percent) more than India-Subsidiary companies (68 percent).( Sarah,et al.,2010)

India is on threshold of an economic boom and shortage of middle management is

already hurting. While there would focus on providing organizations with talent like any search

firm , the key emphasis of the firm is to provide mentoring, guidance enabling long term career

development. Chief executive officers of companies around the world are increasingly concerned

about managing new economic realities and tackling talent issues.

An individual's attitude about his or her job should have meaningful implications about

how he or she does it. Many human-relations era researchers sought to establish job satisfaction

as a driver of performance (e. g. McGregor, 1960). Brayfield & Crockett (1955), however, cited

conflicting research results and questioned this view. Porter & Lawler (1968) espoused the

contrary view that performance leads to job satisfaction. This has become the generally accepted

view. Even so, the strength of the relationship appears to be very weak (Iaffaldo & Muchinsky,

1985).

Job satisfaction has been the subject of research at least since the Hawthorne studies of

the 1920s (Roethlisberger & Dickson, 1939). Job satisfaction is defined as the "pleasurable or

positive emotional state resulting from the appraisal of one's job or job experiences" (Locke,

1976 p. 1300). Churchill, et al., (1974 p. 225) define job satisfaction for salespeople as "all

characteristics of the job itself and the work environment which salesmen find rewarding,

fulfilling, and satisfying, or frustrating and unsatisfying.”

Job Burnout

Job burnout, termed by some as ‘the malady of our age’ (Modic, 1989) is a relatively new

variable of interest to researchers. Job burnout is characterised by (1) emotional exhaustion; (2)

depersonalisation and (3) a decreased sense of personal accomplishment (Cordes & Dougherty,

1993; Maslach & Jackson, 1981; Lee & Ashforth, 1990). Emotional exhaustion involves feelings

of being overextended and drained by work duties, helplessness, hopelessness and depression

(Pines, Aronson & Kafry, 1981). The second component, depersonalisation, is often associated

with a decrease in the awareness of the human attributes of others and a loss of humanity in

interpersonal interaction (Pines, Aronson & Kafry, 1981). Depersonalization is a reaction to job

related stress that results in workers becoming increasingly detached emotionally from work, co-

workers, clients, and treating clients in dehumanizing ways (Maslach, 1976). Finally, the third

component of burnout, diminished personal accomplishment is associated with a sense of

constant and repeated failures, defeat and hopelessness (Cordes & Dougherty, 1993). Left

unchecked, job burnout could lead to self, family, and even work place abuse (Cherniss, 1980).

In line with previous studies on job burnout, it is hypothesized in this research that burnout will

adversely affect the effectiveness of the manager.

Mentoring

Greek mythology identified the important need for the training and the development of young,

less experienced individual (Hardy, 1994). Mentor was the wise servant that Odysseus entrusted

while he was away on his famous adventures to oversee the care and development for his son,

Telemachus (O’Neill, Horton, & Crosby, 1999).Today, literature on mentoring indicates that

there is not one specific definition for mentoring, mentor, or protégé (Pastore, 2003). Ragins and

McFarlin (1990) generalized the definition of mentoring as a relationship by which individuals

with advanced experience and knowledge are committed to providing upward support and

mobility to aprotégés career.

Kram’s (1988) Mentor role theory summarized mentor functions into two broad categories.

Mentors provide both career-related functions and psychosocial functions. A mentor is able to

provide career-related functions due to the very nature of his or her occupational experience,

organizational rank, and influence in the organizational or occupational structure. While

psychosocial functions are due to the interpersonal relationship between the mentor and protégé

that cultivates trust. In business, mentorships are important for young adults striving to become

successful managers. Middle-aged individuals that have reached a career advancement plateau

also benefit from a mentorship. Sharing experiences with a mentor that has encountered the same

dilemmas can help a protégé ascertain how to adjust to his or her organizational fate.

Review of Literature

Job Burnout and Job Satisfaction

Job satisfaction and burnout have been studied in several industrial countries for decades, but

have only been investigated in some developing countries in the past 2 decades (Arafa, 2003;

Zuraikat et al., 1986; Misener ,1996).

In the previous research by Shirom et al., (2006), the relationship between job satisfaction and

burnout syndrome was viewed from two perspectives – the perspective of causes and the

perspective of consequences and their effect on attitudes, mental and physical health,

productivity, and absence from work, fluctuation, and other different forms of work behaviour.

Majority of studies have confirmed that job dissatisfaction is one of the most significant factors

contributing to the burnout syndrome (Cam O’2001) Negative correlation between job

satisfaction, emotional exhaustion, and depersonalization, and the positive correlation between

job satisfaction and reduced personal accomplishment have also already been confirmed in some

previous studies (Hudek et al., 2006; Friscic, 2006; Kalliath et al., 2002; Marriott et al., 1994).

Emotional Exhaustion was the only burnout component that accounted for unique variance in job

satisfaction when the three burnout components were considered simultaneously (Sarmiento et

al., 2004). EE was taken into account; the other burnout components provided no new

information in understanding the impact of burnout on job satisfaction. This finding is consistent

with the view of many scholars that EE is the core component of burnout (Burke & Greenglass

1995, Cordes et al. 1997, Moore 2000).

Mentoring and Job Burnout

Burnout is increasingly recognized as a very serious occupational health hazard, often associated

with employee dissatisfaction, lowered productivity, absenteeism and turnover (Gianakos, 2000;

Maslach et al., 2001). Typically, coping assistance to reduce negative employee outcomes can be

expected to be provided for by a mentor. The meta-analysis of Viswesvaran et al. (1999) showed

coping assistance to lessen the seriousness of burnout. Generally, coping assistance studies

support the direct effects model of coping assistance to reduce the consequences of adverse

working conditions (Baruch-Feldman et al., 2002; Lee and Ashforth, 1990; slach et al.,2001;

Rafferty et al., 2001; Schaufeli et al., 1993). Studies also support for role of mentoring to reduce

the negative effects of adverse working conditions on employee outcomes (Himle et al., 1991;

Koniarek and Dudek, 1996).

Mentoring and Job Satisfaction

Bahniuk (1990) and Allen (1997) have proven that the mentoring program enhances the job

satisfaction of the mentees. During the mentoring process, mentors would often assign

challenging and learning tasks to mentees in order to improve the mentees’ knowledge and skills,

provide career guidance, support the advancement of job position, help in resolving task-related

problems, and further promote their overall growth. In this way, mentees improve their

knowledge and skills and have a clear picture about their career development and position

advancement (Fawcett ,2002;Gibson et al.,2005; Tourigny et al.,2005).The knowledge and

experience exchange and learning opportunities in the mentorship were found to increase the

mentees’ sense of confidence toward their job, decrease their anxiety for the future, satisfy their

career development needs and further create a high level of job satisfaction (Salt et al.,2008;

Scandura et al .,2001; Underhill ,2006).

Koberg et al. (1994) investigated the correlates and consequences of protégé mentoring in 635

full-time working professional in a large, private general hospital in a major Western city in the

United States. Results indicated that mentoring was a strong predictor of job satisfaction among

the sample surveyed indicating that the presence of a mentor relationship increased a protégés

job satisfaction. Four-hundred and forty business-school graduates from two large state

universities in the United States took part in a study conducted on mentoring in men and women

in managerial, professional, and technical positions (Dreher & Ash, 1990). To explain the

differences in career outcomes such as satisfaction this study incorporated the extent of

mentoring experiences as an independent variable.Results indicated those individuals who

reported more extensive mentoring relationships were more satisfied with their pay and benefits

than individuals experiencing less extensive mentoring relationships (Dreher & Ash, 1990).

Burke & McKeen (1997) also found that managerial women who received more mentor

functions reported more career satisfaction. Thus, mentoring functions play a large role in both

organizational and occupational satisfaction, which can lead to a decrease in turnover intentions.

Hypotheses Development:

An examination of the relevant literature allowed for some specific hypothesis to be formed in

the study. Following hypotheses have been formulated for empirical testing:

Figure 1: Relationship between Job Burnout and Job Satisfaction

Independent Variable Dependent Variable

Based on the framework, it can be hypothesized that:

H1: There is a significant relationship between Depersonalisation and Job Satisfaction

H2: There is a significant relationship between Personal Accomplishment and Job

Satisfaction

H3: There is a significant relationship between Emotional Exhaustion and Job

Satisfaction

Figure 2: Relationship between Mentoring and Job Satisfaction

Depersonalisation

Personal Accomplishment

Emotional Exhaustion

Job Satisfaction

H3: There is a significant relationship between Mentoring and Job Satisfaction

Figure 3: Mentoring moderates the relationship between Job Burnout and Job Satisfaction

Independent Variable Moderating Variable Dependent Variable

Based on the framework, it can be hypothesised that:

H5: Mentoring significantly moderates the relationship between Depersonalisation and Job

Satisfaction

H6: Mentoring significantly moderates the relationship between Personal Accomplishment

and Job Satisfaction

H5: Mentoring significantly moderates the relationship between Emotional Exhaustion

and Job Satisfaction

Job Burnout

Depersonalisation

Personal Accomplishment

Emotional Exhaustion

Job Satisfaction

Mentoring

Mentoring Job Satisfaction

Method:

Participants in the study consisted of Managers attached to thirty randomly selected private

sector organizations located in Delhi and Madhya Pradesh region. The participants were all

males with the mean age of 38 years. They were all working as Middle level managers’ .Out of

350 questionnaires, 300 usable responses were obtained from Private Sector Organizations The

response rate obtained was 85.72%.

The data was collected day administering questionnaires mainly during office hours, with the

consent of relevant representatives of the employer as well as the respondents. The participants

were chosen randomly from each organization and belonged to different departments of the

organization. Most of the participants showed their willingness to participate in the study after a

short meeting. To improve upon the quality of the survey and minimise the measurement errors,

standardised measurements were used and reliability of the instruments were taken care of.

Methods of Analysis

A Statistical Package for Social Science (SPSS) was used to analyze the questionnaire data.

Firstly, exploratory factor analysis (varimax rotation) and confirmatory factor analysis (i.e.,

Kaiser Meyer Olkin, Bartlet’s test of sphericity, eigenvalues, variance explained and Cronbach

alpha) were used to assess the validity and reliability of measurement scales (Hair et al., 2006).

Secondly, Pearson correlation analysis and descriptive statistics were conducted to assess the

research variables and the usefulness of the data set (Foster et al., 1998; Yaacob, 2008). Finally,

a hierarchical regression analysis, as recommended by Cohen & Cohen (1983), was used to

measure the moderating effect of Mentoring in the hypothesized model. Moderating effect is an

interaction that shows the degree of relationship between the independent variables and

dependent variables and that will change if other variables exist in the relationship (Cohen &

Cohen, 1983; Jaccard et al., 1990).

Five personal variables (age, gender, marital status, working experience and job tenure) were

controlled in statistical analysis following previous researchers (Roberts et al., 1997; Smith et al.,

1998; Rashed 2001.,Cooper at al.,1994).Since gender and marital status were categorical in

nature, these variables were initially dummy coded. The hypotheses were tested using a four-step

hierarchical regression (Cohen& Cohen, 1975) where the controlled variables were entered in the

first step, followed by the main effects of Job Burnout on Job Satisfaction in the second step.

Mentoring was added in the equation in the third step. In the final step, the interaction term was

added into the regression equation. The change in the F-value and the significance of the

individual parameter was observed. If interaction term was found to be significant, Mentoring is

said to moderate the relationship between Job Burnout and Job Satisfaction.

Measures:

Questionnaire measures were used to obtain data on three variables included in the study: Job

Satisfaction, Job Burnout and Mentoring. Job Satisfaction was conceptualized as dependent

variable whereas, Job Burnout and Mentoring as Independent variables. Self-report measures

were used to obtain the data. The measures used in this study were borrowed from their original

source and adapted from Indian work setting.

Job Burnout Scale (MBI): The revised Maslach Burnout Inventory (Maslach,C., &

Jackson,S.1981 b) was used to measure the level of professional burnout perceived by the

managers. The MBI consists of 22 statements of feelings related to work and involves three

independent aspects of the burnout syndrome: emotional exhaustion (9 items), the personal

accomplishment (8 items), and depersonalization (5 items). Every item in the Maslach Burnout

Inventory is rated on a 6-point Likert type scale ranging from 1 (A Few Times a Year) to 6

(Everyday). A value of zero is scored if the subject indicates that he/she has never experienced

the particular feeling or attitude described.

This measure was chosen because it is the most established measure of the three

dimensions of burnout. It exhibits adequate internal consistency reliability (α > .72; Jackson,

Schwab, & Schuler, 1986; Lee & Ashforth, 1993). Several confirmatory factor analyses showed

that the factor structure of the responses corresponds to the conceptual model (Lee & Ashforth,

1993; Maslach & Jackson, 1981).For the three subscales, Cronbach coefficient alpha of .86 was

registered for emotional exhaustion, .78 for personal accomplishment, .75 for depersonalization

(Maslach & Jackson, 1981). Sample items from the scale include “I feel emotionally drained

from my work,”“1 deal very effectively with the problems of my clients,” and “I feel some

clients blame me for some of their problems.”)

Job Satisfaction survey (JSS): The Scale was developed by Paul E.Spector (1985).It is a 36

item, nine facet scale to assess employee attitudes about the job and aspects of the job. A

summated rating scale format is used, with six choices per item ranging from “strongly disagree”

to “strongly agree”. The JSS Scale had a Cronbach alpha of .80 and good concurrent and

predictive validity and reliability. Nine broad facets of JSS were covered by this measurement,

they were as follows: Pay, Promotion, Supervision, Fringe benefits, Contingent Rewards,

Operation Procedures, Coworkers, Nature of work, Communication.

Mentoring Scale (MS): Level of mentoring experience assessed as the extent to which the

protégés believed or perceived the mentors provided career development and psychosocial

functions to them was measured by means of a modified version of the 15-item Mentoring Scale

(MS) by Scandura and Viator (1994). The MS was constructed on a 5-point Likert scale ranging

from 1 = Strongly disagree to 5 = Strongly agree, higher scores representing higher level of

mentoring experience. The Cronbach’s alpha coefficient of 0.87 was obtained for the

mentoring scale. Adequate validity has been reported for this widely used measure by Scandura

and Viator (1994) who carried out a factor analysis on the mentoring scale employing a varimax

orthogonal rotation and identified three mentoring functions: career development, social support

and role modeling. The present author also carried out a factor analysis on the Viator (1994) and

identified the same three mentoring functions. The present study used the mentoring scale as a

unidimensional scale that gave a single score as it was opined by Scandura and Viator (1994) that

it could be used as a unidimensional scale. The scale was used to obtain a single score for the

analysis in this study.

Validity and Reliability Analyses for Measurement Scales

Table 1shows the results of validity and reliability analyses for measurement scales. A factor

analysis with the varimax rotation was first done for five variables with 73 items. After that,

Kaiser-Mayer- Olkin Test (KMO) which is a measure of sampling adequacy was conducted for

each variable and the results indicated that it was acceptable. Relying on Hair et al., (2006) and

Nunally & Bernstein’s (1994) guideline, these statistical analyses showed that (1) the value of

factor analysis for all items that represent each research variable was 0.5 and more, indicating the

items met the acceptable standard of validity analysis, (2) all research variables exceeded the

acceptable standard of Kaiser-Meyer-Olkin’s value of 0.6, were significant in Bartlett’s test of

sphericity, (3) all research variables had eigen values larger than 1, (4) the items for each

research variable exceeded factor loadings of 0.50 (Hair et al., 2006), and (5) all research

variables exceeded the acceptable standard of reliability analysis of 0.70 (Nunally & Bernstein,

1994). These statistical analyses confirm that measurement scales have measured the same

constructs and met the acceptable standard of construct validity and reliability analyses as shown

in Table 2.

Table 1: Results of Validity and Reliability Analyses for Measurement Scales

Variable Item Factor KMO Bartlett’ Eigen Variance Cronbach α

Loading Test of Value explained

Spherecity 1 Depersonalisation 5 .72 .74 214.16 ** 2.24 60.24 .75 2 Personal 8 .87 .77 308.38** 3.16 58.38 .78 Accomplishment 3 Emotional 9 .69 .82 476.16** 2.18 73.36 .86 Exhaustion 4 Mentoring 15 .76 .73 324.12** 3.38 62.12 .87 5 Job 36 .68 .76 218.22** 3.36 64.18 .80 Satisfaction Note: significant at .05 levels

Table 2 also shows the results of testing the relationship between Job Burnout deviance and Job

Satisfaction. First, Depersonalisation significantly correlated with Job Satisfaction (r=-.48,

p>0.01), therefore H1 was supported. Second, Personal Accomplishment significantly correlated

with Job Satisfaction (r=-.36, p<0.01), therefore H2 was supported. The third hypothesis that

Emotional Exhaustion is significantly correlated with Job Satisfaction is also proved in the

present study(r=-.48, p<0.01), These statistical results showed that Depersonalisation, Personal

Accomplishment and Emotional Exhaustion are important predictors of Job Satisfaction, in the

organizational sector sample. The results also depicts that Mentoring is significantly and

positively related to Job Satisfaction (r=.54, p>0.01), which further proves the fourth hypothesis

of the present study.

Table 2: Pearson Correlation Analysis and Descriptive Statistics

Variable Mean SD Pearson Correlation Coefficients 1 2 3 4 5 Depersonalisation 13.22 2.28 1 Personal Accomplishment 24.24 3.24 .46** 1 Emotional Exhaustion 27.72 4.13 .35* .45** 1 Mentoring 38.26 12.82 .42** .56** .44** 1 Job Satisfaction 46.22 14.34 -.48** -.36* - .48** .54** 1

Note: ** p < 0.01; * p < 0.05

Outcomes of Testing Research Hypotheses Table 3 shows the results of testing hypotheses using a hierarchical regression analysis. It shows

that demographic variables were entered in Step 1 and then followed by entering independent

variable (Job Burnout) in Step 2,and moderating variable (Mentoring) in step 3 and interaction

(between Job Burnout and Mentoring) in Step 4. Job Satisfaction was used as the dependent

variable. An examination of multi -colinearity shows that the tolerance values for the

relationships: (1) between Depersonalization and Job Satisfaction was .72, and (2) between

Personal Accomplishment and Job Satisfaction was .85. and (3) between Emotional Exhaustion

and Job Satisfaction was .78. While, the tolerance values for the relationships: (1) between

Depersonalization, Mentoring and Job Satisfaction were .74, (2) between Personal

Accomplishment, Mentoring and Job Satisfaction was .79 and (3) between Emotional

Exhaustion, Mentoring and Job Satisfaction was.72. These tolerance values were more than

tolerance value of .20 (as a rule of thumb), indicating the variables were not affected by multi-

collinearity problem (Fox, 1991; Tabachnick & Fidell, 2001).

Table 3: Hierarchical regression analysis

Variables Beta R² Adj R² R² Change F Change

Step 1 Control Variables . 0.228 0.332 0.228 0.000 Gender 0.062 Marital Status 0.246 Age 0.016 Work Experience 0.164** Job Tenure 0.062**

Step 2 Model Variable Depersonalisation - 0.426** Personal Accomplishment -0.314** Emotional Exhaustion -0.462** 0 .452 0 .416 0 .224 0 .000

Step 3 Moderating Variables Mentoring .546** . 0.614 0.554 0.162 0.000

Step 4

Interaction Depersonalisation .664** * Mentoring Personal Accomplishment .423** *Mentoring

Emotional Exhaustion .512** * Mentoring

0.716 0.624 0.102 0.000

Note: ** p < 0.01; * p < 0.0

As shown in table 3, when the five personal variables were entered into the regression analysis in

the first step, the coefficient of determination (R2) was found to be 0.23 indicating that 23% of

Job Satisfaction is explained by demographic variables. In step 2, to test whether Job Burnout

serves as an independent variable, a second regression was undertaken. By adding Job Burnout

as independent variables, the R2 increased to 22.4%. This R

2 change (0.22) is significant. This

implies that the additional 22.4% of the variation in Job Satisfaction is explained by Job Burnout.

The F-statistics is significant (p = 0.000) suggesting that the proposed model was adequate.

From the second regression model, it can be observed that Control variables (Work experience

and Job tenure) did have a significant influence on Job Burnout at 0.05 level. As for the

Independent variables, Depersonalisation (β=-.43, p < 0.01) and Personal Accomplishment (β=-

.31, p < 0.01) and Emotional Exhaustion (β=-.46, p < 0.01) were found to have a negative and

significant impact on Job Satisfaction at 0.05 levels. This result provided full support for the

first three hypotheses of the study.

In the third step, Mentoring was entered into the equation in order to gauge its impact on the

dependent variable. It also showed a positive and significant impact on Job Satisfaction (β=-.55,

p < 0.01) .Hence, the fourth hypothesis of the present study is also proved. The R2 increased

from 45.2% to 61.4% indicating a change of 16.2%, which is significant at .01 levels.

In the fourth and final step, the interaction terms was entered into the model. Model 4 revealed

that the interaction between Depersonalisation and Mentoring positively and significantly

correlated with Job Satisfaction (ß=3.16, p<0.01), therefore H5 was supported, Similarly, the

relationship between Personal Accomplishment and Mentoring positively and significantly

correlated with Job Satisfaction (ß=2.14,p>0.01), therefore H6 was also supported. Likewise,

Emotional Exhaustion and Mentoring positively and significantly correlated with Job

Satisfaction (ß=3.12, p<0.01), therefore H6 was supported. Statistically, the result demonstrates

that interaction between Job Burnout and Mentoring has increased Job Satisfaction. It can be

seen that the additional variance explained by the interaction term of 10.2% was significant at

.01 levels. Thus; the study confirms that Mentoring does act as a significant moderating variable

in the relationship between Job Burnout and Job Satisfaction.

Discussion

The Major objectives of the present research were to find out the impact of Job Burnout on Job

Satisfaction and investigate the moderating effect of Mentoring in their relationship. Findings of

the study suggest a strong support for the hypotheses set in the study. The outcome derived from

the study do suggests that Job Burnout has a negative and significant impact on Job Satisfaction.

Negative correlation between job satisfaction, emotional exhaustion, and depersonalization, and

the positive correlation between job satisfaction and reduced personal accomplishment have also

already been confirmed in some previous studies (Hudek et al., 2006; Friscic, 2006; Kalliath et

al., 2002; Marriott et al., 1994). Moreover, victims of Job Burnout are more likely to suffer from

stress-related problems and show a relatively decreased productivity, lost work time,

dissatisfaction and a relatively high turnover rate (Peterson, 2002a)). Thus, there is great

incentive, financial and otherwise, for organizations to prevent and discourage Job Burnout

symptoms within their walls.

Mentor relationships in a professional environment lead to benefits that are pronounced

for both mentors and protégés. It has also been derived from the study that Mentoring has a

positive and significant impact on Job Satisfaction. The result is supported by the previous

studies which stated that Mentor relationships are a critical career resource for employees in any

organizational dynamic that can aid in organizational advancement, increase in salary, and job

satisfaction (Ragins & Cotton, 1999; Scandura & Ragins, 1993). Protégés are provided with

support, guidance, and feedback regarding their personal development and career direction

(Fagenson, 1992; Pastore, 2003). Mentoring has been linked to career advancement,increased job

and career satisfaction, positive organizational socialization, and reduced turnover intentions

(Dreher& Ash; Viator & Scandura, 1991; Weaver & Chelladurai, 2002).Protégés that are

involved in mentor relationships within any organizational dynamic demonstrate increases in

advancement, salary, and job satisfaction (Ragins & Cotton, 1999; Scandura & Ragins, 1993).

The moderating role of Mentoring, has not received much attention in earlier studies. The

impetus for the growing interest in Mentoring is the increasing prevalence of Job Burnout in the

workplace and the enormous costs associated with such behavior. Burnout is clearly identified as

problems in the area of human services that need to be addressed. Moreover, from the results of

testing the hypotheses, mentoring appears to be an important tool to improve positive employee

outcomes and to reduce burnout when employees are confronted. with adverse working

conditions. Nevertheless, most researchers and practitioners believe that job satisfaction can be

optimized and burnout minimized to enhance the quality of services to clients (Lovgren et al.,

2002; Kalliath et al., 2002,; Misener, 1996)

Given the highly competitive nature of today's economy, the head of the Organisation

need to realise that managers should perceive organisation as supportive in order to make them

more committed to organisation. The implications is that that there is a need of

organisational/Industrial psychologist to design programmes on Mentoring to incorporate a

feeling of commitment leading to satisfaction so as to compete with the challenges .Young

managers may be supported by senior managers by discouraging them for engaging in deviant

activities .

The available literature shows that this paper is the first to consider the moderating effect

of Mentoring on Job Burnout and Job Satisfaction relationship

Limitations

The findings of this study are subject to several limitations. First, the samples of this

study are only limited to only private sector Managers. Although the gender distribution of the

samples in this consistent with that of the population, the results of this study might suffer from

the generalisation of the findings to other industries that have equal gender distribution. The

sample in this research is restricted to Managers; future research should examine other

occupations/professions as well as determining the applicability of these results to different

levels in the organization. The sample size is not sufficient enough to reflex the factual image of

the Private organisations in context with effectiveness.

Contribution of the current study

This study adds to researcher’s efforts to understand the moderation effect of Mentoring on the

relationship between Job Burnout and Job Satisfaction in Private sector organisations. The study

is the first of its kind to relate the moderating effect of Mentoring on Job Burnout and Job

Satisfaction relationship. The study contributed new directions in the research of management by

opening up a debate on the importance of this dimensions on Job Satisfaction. The fact that

statistically significant correlations and regression results are indicating that Mentoring has a

significant impact on Job Satisfaction

Managerial Implications

The study gives a view that Mentoring acts as a moderating agent between two important

variables i.e. Job Burnout and Job Satisfaction. Therefore, the Management needs to realize that

the environment of the organization should be such that the mangers perceive it as supportive in

order to experience less Job burnout. Attention to mentoring can help reducing the effect of Job

Burnout on Job Satisfaction. It helps the Managers more effective. To increase the satisfaction

with the Job, managers are encouraged to enhance its negative correlate identified in the study.

Directions for Future Research

Longitudinal studies to establish the causal relationship between the variables could be included.

To enhance external validity, future research efforts should obtain a representative sample from

more organisations. More personality dimensions should be used to assess Job Satisfaction with

increased statistical power. Measures with few items are more prone to unreliability than

summated measures with greater no. of items.(Spector,1992). Only Male managers were

considered for the present study. A further research can be done to compare the gender

differences for the study variables.

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