Current perspectives on organizational justice are reviewed and integrated with mentoring theory to develop a new fairness "frame" through which the mentoring process can be viewed. Hypotheses derived from this framework are tested in a sample of 197 managers from Australian organizations. Results indicated that proteges perceived more procedural justice than nonproteges. For those mentored, however, career development, psycho-social, and role modeling functions of mentoring were significantly and positively related to both distributive and procedural justice. Also, mentoring functions made unique contributions to explained variance in protege career expectations, job satisfaction and organizational commitment, after controlling for organizational justice variables.
ASJC Scopus subject areas
- Applied Psychology
- Organizational Behavior and Human Resource Management
- Life-span and Life-course Studies