Unveiling Mentoring Dementions to Improve Human Resource Practices in the National Iranian South Oilfields Company

Subject Areas : governmental management

Ali Ghasemi Ghasemvand ¹ , Vahid Chenari ^{2 *} , Mehrdad Hamrahi ³ , Sayyed Ali Akbar Ahmadi ⁴

1 - PhD Student, Department of Public Administration, Shoushtar Branch, Islamic Azad University, Shoushtar, Iran.
2 - Assistant Professor, Department of Public Administration, Shoushtar Branch, Islamic Azad University, Shoushtar, Iran
3 - Assistant Professor, Department of Public Administration, Kazerun Branch, Islamic Azad University, Kazerun, Iran.
4 - Full Professor, Department of Management, Payam Noor University, Tehran, Iran.

Received: 2024-08-06 Accepted : 2025-01-23 Published : 2025-09-23

Keywords: improving human resource practices, mentoring model, organizational communications, theme analysis. ,

Abstract :

The purpose of this research is identifying dimensions of mentoring model in order to improve human resource practices in the National Iranian South Oilfields Company. In this research, through interviews with Human Resources Management experts, key factors and foundational elements of the mentoring model were identified. Human Resources Management experts were chosen using snowball sampling method. In this study, theme analysis method was employed. The theme network was systematized based on the following procedure: basic themes including codes and key points in the text, organizing themes comprising categories obtained from the combination and summarization of basic themes, and comprehensive themes consisting of superior themes that include the principles governing the text as a whole. This research is exploratory research. To assess the validaty of the data collection instrument expert opinions were used while the reliability of the thematic analysis findings was evaluated using Kappa Index. The research results revealed 16 themes representing the key dimensions and infrastructures necessary for designing the model that consist of organizational relationships, mentoring assessment, organizational reliance, organizational education, personnel progress, organizational commitment, personnel empowerment, personnel socialization, organizational chart, organizational factors, knowledge management, career path management, human resources management, organizational executive barriers, organizational performance results and mentor`s individual characteristics.  Finally, a mentoring model was proposed to enhance human resource practices, accompanied by suggestions for creating the necessary conditions and bases for its effective implementation.

Key Words

improving human resource practices, mentoring model, organizational communications, theme analysis 

1.Introduction

The National Iranian South Oilfields Company is facing challenges, including the retirement of a significant number of experts and experienced individuals. Observing the current trend indicates a high rate of workforce retirement and a serious challenge in recruiting individuals for supervisory and managerial positions. The benefits of mentoring include the retention of new employees, the development of experienced staff, and succession planning. Despite the importance of mentoring, there is limited research on the expectations and interests of individuals involved in mentoring activities. Therefore, conducting research in this area is recognized as a vital endeavor. The purpose of this research is identifying dimensions of mentoring model in order to improve human resource practices in the National Iranian South Oilfields Company.

2. Literature Review

Mentoring fosters, a range of accomplishments for managers contributing significantly to their professional development. Mentoring has a significant impact on improving managers' attitudes, socialization, increased self-confidence, enhanced flexibility, increased motivation, and stress reduction (Safdari & Ghorouneh, 2021). It is a developmental relationship that two individuals establish, a trust-based relationship with the common goal of learning. It is aimed at assisting one of the individuals in improving his/her professional and personal experiences. Trust is necessary for relationship development, and focusing on one party in the relationship, namely the mentee and pursuing mentee's wishes is the main goal of a mentoring relationship. Therefore, the progress of the mentee is the primary objective of the mentoring relationship (Irby et al., 2020).

3. Methodology

 In this research semi-structured interviews were used for field data collection while for theoretical foundations, information from library sources and scholarly articles (secondary data) was utilized. In this study, the dimensions of the mentoring model for improving human resource practices were identified through interviews with human resource management experts. In terms of the audience, the current research is an applied study which aligns with the classification of qualitative data collection methods. It is an applied, qualitative, and cross-sectional survey in terms of goal and exploratory in terms of analysis. The research involved experts and specialists who have been directly involved with the subject under investigation for years in the National Iranian South Oilfields Company, as well as university professors. The experts for the data collection were identified using snowball sampling, and 11 experts were selected for the study. The qualitative data analysis in this research was performed using the thematic analysis method. Maxqda software was utilized for the qualitative data analysis and theorizing. To assess the validity of the research data collection instrument, expert`s opinions were used and to evaluate the reliability of the thematic analysis findings Kappa Index was used.

4. Result

The results obtained from the open coding of the qualitative data collected through interviews revealed that 107 open codes were identified among 545 concepts. The research findings from the data analysis indicated that the mentoring model for improving human resource practices in the National Iranian South Oilfields Company consists of 16 dimensions and 107 components. These dimensions include organizational relationships, mentoring assessment, organizational reliance, organizational education, personnel progress, organizational commitment, personnel empowerment, personnel socialization, organizational chart, organizational factors, knowledge management, career path management, human resources management, organizational executive barriers, organizational performance results and mentor`s individual characteristics. The research findings revealed that all 11 interviewees, that is, 100% of them, mentioned organizational education, human resource management, mentor`s individual characteristics, and organizational performance results. Therefore, organizational education, human resource management, mentor`s individual characteristics, and organizational performance results in terms of generality were focused by the interviewees, indicating the significance of these issues.

5. Discussion

Mentoring offers various benefits, including the retention of new employees, the development of experienced staff, and succession planning. The results obtained from the data analysis revealed that the dimensions of the mentoring model include organizational relationships, mentoring assessment, organizational reliance, organizational education, personnel progress, organizational commitment, personnel empowerment, personnel socialization, organizational chart, organizational factors, knowledge management, career path management, human resources management, organizational executive barriers, organizational performance results and mentor`s individual characteristics. According to Jyoti and Sharma (2017), mentoring is strengthened through the establishment of mentoring culture and mentoring structure in organizations. Gholipour et al. (2016) suggest that voluntary implementation of mentoring can be categorized into three sections: training, service compensation, and the appointment of mentoring implementer.

6. Conclusion

In order to implement mentoring within organizations, the necessary conditions and infrastructure must be provided, and due attention should be given to the components and essential foundations for mentoring implementation. Indeed, if an organization seeks to implement mentoring, it should strengthen the components of mentoring execution and provide support, establish the necessary infrastructures for mentoring, and consistently focus on strengthening and supporting the components. The organization should also ensure readiness of conditions and provide necessary infrastructure for mentoring implementation. Additionally, organizational communication and interaction among employees need be to expanded, and a long-term communication framework should be established in such a way that a strong relationship between the mentor and mentee can be established to accelerate mentoring relationship.

Finally, it is essential for the organization to choose a leadership style, in accordance to its own conditions, that facilitates mentoring relationships.

Conflict of interest: none

 

 

 

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