Page 8 - Thesis

The majority of mentors also noted that they Thank you
are interested in experience exchanges with
other mentors (i.e., asking questions about, Thank you very much for your contribution to
“How is it going with your protégé? What are the many aspects of this research. Without
your topics?”) and collegial advice among you, this study would not have been possible.
themselves (i.e., asking questions about, “How
are you doing this and that?”). Hence, a prag- If you would like any further information
matic workshop approach, which first high- about this report, or the PhD thesis, please
lights the importance of providing ethics-re- contact me for further information: bus-
lated mentoring and its potential to develop chc@aston.ac.uk.
future ethical managers, and then focuses on
face-to-face discussions and experience Best wishes
exchanges with other mentors, may be more
effective than providing theoretical tools. We Dr Corinna Busch
suggest that programme managers enter into
a dialogue with mentors before developing
ethics training for this specific group. This Notes
effort may be worthwhile.

Finally, the results reveal that ethics-related
mentoring can reduce protégés’ intent to
leave the organisation. The results are in line
with the theory of personorganisation fit; indi-
viduals who fit with the organisation’s values
will stay, whereas those who do not fit will
leave the organisation. Accordingly, it appears
that by receiving ethics-related mentoring,
protégés recognise whether (or not) their ethi-
cal values are congruent with those of their
mentors and whether (or not) they can devel-
op or maintain – if they have already devel-
oped – ethical conduct. Thus, the perceived
match (mismatch) of ethical values reduces
(increases) their intention to leave the organi-
sation. Consequently, our findings can also be
used to improve employee retention.