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The Effects of Self-Efficacy on Know...

Key, Deniese E.

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The Effects of Self-Efficacy on Knowledge Transfer in Mentoring Relationships.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	The Effects of Self-Efficacy on Knowledge Transfer in Mentoring Relationships./
Author:	Key, Deniese E.
Description:	124 p.
Notes:	Source: Dissertation Abstracts International, Volume: 75-09(E), Section: B.
Contained By:	Dissertation Abstracts International75-09B(E).
Subject:	Psychology, General. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3623331
ISBN:	9781303957178

The Effects of Self-Efficacy on Knowledge Transfer in Mentoring Relationships.
Key, Deniese E.

The Effects of Self-Efficacy on Knowledge Transfer in Mentoring Relationships. - 124 p.

Source: Dissertation Abstracts International, Volume: 75-09(E), Section: B.

Thesis (Ph.D.)--Walden University, 2014.

Organizations need to create knowledge sharing environments to afford them a competitive edge in the current knowledge economy. An invaluable intangible asset that is often lost when employees leave or transfer within organizations is tacit knowledge. Mentoring relationships between experienced and less experienced employees have been identified as one viable way to promote tacit knowledge sharing. This quantitative study examined the relationship between the predictor variables of general and social self-efficacy and the outcome variable of tacit knowledge transfer. Bandura's social cognitive theory, which postulates that self-efficacy beliefs provide the foundation for human motivation, well-being, and personal accomplishment, was the theoretical premise of the study. Linear regression analysis was conducted with 42 participants in informal mentoring relationships that were differentiated by supervisor-subordinate association. Results indicated that there is no statistically significant relationship between general and social self-efficacy and tacit knowledge transfer; however, results did suggest that mentors and mentees should have similar expectations to ensure the mentee's willingness to complete challenging tasks such as tacit knowledge transfer. Social change implications included the potential to identify and improve mentoring practices and the transfer of tacit knowledge. Successful tacit knowledge transfer would benefit human resource professionals with employee recruitment, retention, and training and development programs, thereby strengthening organizational competence.

ISBN: 9781303957178Subjects--Topical Terms:

1018034
Psychology, General.

The Effects of Self-Efficacy on Knowledge Transfer in Mentoring Relationships.
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245 1 4 $a The Effects of Self-Efficacy on Knowledge Transfer in Mentoring Relationships.
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500 $a Source: Dissertation Abstracts International, Volume: 75-09(E), Section: B.
500 $a Adviser: Linda Whinghter.
502 $a Thesis (Ph.D.)--Walden University, 2014.
520 $a Organizations need to create knowledge sharing environments to afford them a competitive edge in the current knowledge economy. An invaluable intangible asset that is often lost when employees leave or transfer within organizations is tacit knowledge. Mentoring relationships between experienced and less experienced employees have been identified as one viable way to promote tacit knowledge sharing. This quantitative study examined the relationship between the predictor variables of general and social self-efficacy and the outcome variable of tacit knowledge transfer. Bandura's social cognitive theory, which postulates that self-efficacy beliefs provide the foundation for human motivation, well-being, and personal accomplishment, was the theoretical premise of the study. Linear regression analysis was conducted with 42 participants in informal mentoring relationships that were differentiated by supervisor-subordinate association. Results indicated that there is no statistically significant relationship between general and social self-efficacy and tacit knowledge transfer; however, results did suggest that mentors and mentees should have similar expectations to ensure the mentee's willingness to complete challenging tasks such as tacit knowledge transfer. Social change implications included the potential to identify and improve mentoring practices and the transfer of tacit knowledge. Successful tacit knowledge transfer would benefit human resource professionals with employee recruitment, retention, and training and development programs, thereby strengthening organizational competence.
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