Valerie Onyia Babatope ✉ (DeGroote School of Business, McMaster University, Canada)
This research reports how mentorship connections affect the loyalty of Generation Z workers in Nigeria's service industry, specifically at KPMG and Zenith Bank. The study used a combination of surveys and interviews to gather data. The results show a slight negative link between mentoring and loyalty at both KPMG (r = 0.343, p <.05) and Zenith Bank (r = 0.140, p >.05). Nevertheless, qualitative feedback indicates that 84.3% of KPMG participants and 73% of Zenith Bank participants recognized the beneficial influence of mentorship on career support. These results underscore the importance of context-specific mentoring strategies to enhance employee commitment and retention.
Gen Z, Mentoring, Organizational commitment, Social Learning Theory, Contingency Theory, KPMG, Zenith Bank, Nigeria
Accepted for publication: 03 January 2025 Published online: 03 February 2025
© the Author(s) Published by Oxford Brookes University
Mentoring has long been recognized as an effective strategy for career management, business development, organizational commitment, and development in businesses (Baugh & Sullivan, 2005). It entails teaching the junior employee about their job, connecting the junior employees to stakeholders, orienting the employee to the industry and/or organization, and addressing personal and social challenges that arise from the job. Mentoring is the conventional association between a senior and more experienced person (the mentor) and a junior and less experienced person (the protégé/mentee) (Allen et al., 2004).
Mentoring at work is becoming more important with each passing year. This is primarily because mentoring in business has provided several advantages to businesses for many years (Levinson et al., 1978; Roche, 1979). Significant advantages of mentoring include work satisfaction, retention, promotion, and excellent compensation (Fagenson, 1989; Dreher and Ash, 1990; Whitey et al., 1991; Chao et al., 1992; Turban & Dougherty, 1994).
The current 'knowledge economy' has prompted academics and practitioners to become interested in staff retention. Careers are becoming more limitless due to the flood of knowledge and the internet. Organizations are thereby seeking strategies to retain skilled personnel in order to boost or sustain their productivity and customer acceptability. Investment in employee retention has assisted organizations in reducing their turnover and increasing best talent retention. Implementing leadership development programs like structured mentorship, which generally entails pairing a junior employee with a senior employee for learning and growth, has aided in the improvement of organizational commitment (Allen & Eby, 2007).
Generation Z, defined as individuals born between 1995 and 2012, is rapidly becoming a significant demographic in the global workforce, including Nigeria. Known for their digital fluency and desire for meaningful work, Gen Z workers bring unique expectations to the workplace, prioritizing career development, flexibility, and work-life balance (Francis & Hoefel, 2018). In Nigeria, companies like KPMG and Zenith Bank are witnessing the impact of Gen Z employees on organizational dynamics. At KPMG, 86.8% of Gen Z employees are engaged in formal mentoring programs, which are essential for aligning organizational values with employee expectations (Gomez et al., 2021). Meanwhile, Zenith Bank reports that 73% of its Gen Z workforce values mentoring for career-related support, although the impact on organizational commitment remains complex (National Bureau of Statistics, 2022). These trends highlight the need for tailored strategies to retain and engage Gen Z in Nigeria’s service sector.
Organizational commitment, on the other hand, is the psychological attachment and loyalty that an employee experiences towards their organization, which influences their decision to remain with the company and contribute to its success. In 1991, Meyer and Allen conceptualized it as a multidimensional construct that includes affective commitment (emotional attachment), continuance commitment (awareness of the costs associated with departing), and normative commitment (a sense of obligation to remain). This framework has been extensively implemented in organizational behavior research to ascertain how commitment impacts job performance, attrition, and overall organizational effectiveness (Meyer & Allen, 1991).
On the other hand, Nigeria's economy is said to be the biggest in Africa, the 31st largest in the world in terms of nominal GDP, and the 27th largest in purchasing power parity, according to the National Bureau of Statistics (NBS) (2022). However, the focus is on the services sector's contribution, which rose from 29% of GDP to 52%, with notable growth in the banking and professional sectors. This demonstrates that both areas are significant and merit further research. Despite the widespread adoption of mentoring programs in Nigeria’s service sector, particularly in prestigious firms like KPMG and Zenith Bank, the relationship between mentoring and organizational commitment remains ambiguous. While mentoring is heralded as a tool for employee development, its impact on Generation Z’s commitment to their organizations is unclear. With Gen Z prioritizing career progression and work-life balance, it is crucial to understand how mentoring practices can be optimized to meet their unique needs and enhance organizational loyalty. This study addresses the pressing need to align mentoring strategies with the expectations of a rapidly evolving workforce.
Although mentoring has been practiced covertly in the West and Nigeria's banking and professional services sectors since the dawn of time, little research has been done on how it affects organizational commitment (Okurame, 2011). Hence, the goal of this study is to determine if mentorship is connected with and whether it has an influence on organizational commitment in the Nigerian setting. The study also attempts to further the field of study by contrasting two businesses from different industries, one multinational company (MNC) and one local business. In very little research (Okurame& Balogun, 2005; Okurame, 2008) conducted in Nigeria, the impacts of mentorship on favorable outcomes were studied. Aside from this, there is a paucity of information on the studies that have examined the impact of mentorship on organizational commitment in two industries in Nigeria. As a result, this study will contribute to the body of knowledge by contrasting the findings of an Multinational Corporation (MNC) and a Nigerian bank.
Mentorship is a personal and professional development relationship in which a more experienced or knowledgeable person helps to guide a less experienced or knowledgeable person. This relationship is commonly referred to as a mentor-mentee relationship. The inter-relationships between mentoring and organizational commitment have been researched for decades, with varying evidence on mentoring relationships and increased organizational commitment (Aryee & Chay, 1994; Scandura, 1999; Orpen, 1997). Researchers have shown a connection between normative commitment and mentoring (Higgins &Kram, 2001). According to additional studies, informal mentoring programs are more likely to forge bonds and foster commitment than formal ones (Covaleski et al., 1998; Ragins& Cotton, 1999). The research also showed that a critical aspect of the mentor-mentee relationship is communication. Effective communication is essential for the mentor to understand the mentee’s goals, challenges, and needs and to provide appropriate feedback and support. In addition, the mentee must be receptive to feedback and be willing to learn and grow from the experience.
Moreover, in Nigeria, mentoring has a long history and was first conceptualized as part of the "master/apprenticeship system" (Okurame, 2011). According to research done among pink, white, and blue-collar employees (Okurame, 2011), mentoring entails serving as a role model to help others make better decisions about their profession and other parts of their lives. Although it retains conceptual and procedural importance for mentoring in the Nigerian setting, the conventional mentoring ethos between an older (mentor) and younger (mentee/protégé) employee does not entirely represent the nature of MRs in Nigeria.
Furthermore, based on the literature reviewed for this study, one potential gap is the need for more research on the effectiveness of mentoring programs for Gen Z workers, who have unique characteristics and expectations compared to previous generations. Additionally, there needs to be more research on the effectiveness of mentoring programs in a specific industry, such as professional services or banking. This study thus produces different results from similar research in other contexts due to cultural differences, including differences in work values, norms, and expectations. For example, in Nigeria, collectivism is a commonly held value, and employees may place a higher emphasis on interpersonal relationships and group cohesion compared to individual achievement (Oladipo, 2018). Another instance is Nigeria; cultural norms and values such as respect for authority, collectivism, and social hierarchy may influence mentorship. This may lead to different mentoring relationships, expectations, and outcomes than in Western contexts where individualism and egalitarianism are emphasized. Therefore, mentoring programs in Nigeria, for example, that focus on building respectful relationships between mentors and mentees and that emphasize group mentoring rather than individual mentoring, may be more effective in Nigeria. Additionally, mentoring programs that focus on skill-building and practical training rather than theoretical knowledge may be more beneficial in Nigeria, given the emphasis on practical experience.
The differences in organizational culture between the MNC subsidiary KPMG and the bank-Zenith Bank under investigation in this study may influence the effectiveness of mentoring programs. For example, KPMG may prioritize formal mentoring programs with structured goals and objectives, while Zenith Bank may rely more on informal mentoring relationships based on personal connections and shared experiences. Thus, examining the effectiveness of mentoring programs for Gen Z workers can provide valuable insights into the role of mentoring relationships in establishing organizational commitment in the service business sector in the Nigerian context. By addressing this gap in the literature, this study will contribute to developing more effective mentoring programs and talent retention strategies for organizations operating in Nigeria and similar contexts by establishing a theory that can be made.
Furthermore, affective, continuance and normative commitment are the three components of ORGANIZATIONAL COMMITMENT (Meyer & Allen, 1991). Normative commitment "reflects a feeling of obligation to continue employment," continuance commitment "reflects an awareness of the costs associated with leaving the organization," and affective commitment "reflects an employee's emotional attachment to, identification with, and involvement in the organization" (Meyer & Allen, 1991). However, because of its beneficial effect on staff retention (Meyer & Herscovitch, 2001), which ultimately has ramifications for organizational performance and achieving competitive advantage, affective commitment is the primary emphasis in this study.
The theoretical framework of this study will solely focus on the Social Exchange Theory (SET) (Blau, 1964). SET emphasizes the reciprocity and interdependence between individuals in social relationships. The theory posits that individuals engage in social exchanges to maximize benefits and minimize costs in relationships. In the context of mentoring, Gen Z workers may perceive mentoring relationships as an exchange where they receive career development opportunities and support in exchange for their commitment and productivity to the organization.
Several studies have used the SET as a theoretical framework to examine the relationship between mentoring and organizational commitment (Allen et al., 2004; Eby et al., 2008;). For example, Allen et al. (2004) found that mentoring was positively related to organizational commitment, and this relationship was partially mediated by the perceived career support provided by the mentor. Similarly, Eby et al. (2008) found that mentoring quality was positively related to organizational commitment, and this relationship was fully mediated by career-related benefits such as career satisfaction and clarity. SET can thus provide a valuable lens for understanding the relationship between mentoring, organizational commitment, and talent retention in the era of Generation Z.
The Social Exchange Theory (SET) suggests that social interactions are characterized by an exchange process where individuals assess the costs and benefits of their relationships with others and the extent to which they feel they receive fair treatment (Blau, 1964). In mentoring, mentees receive support, guidance, and advice from their mentors, which can lead to positive outcomes, including increased job satisfaction, career success, and ORGANIZATIONAL COMMITMENT (Eby et al., 2006). Ebyet al. (2006) also noted that employees who received mentoring reported higher levels of affective commitment to their organization compared to employees who did not receive mentoring. Similarly, Ragins and Scandura (1999) found that mentoring was positively related to affective and normative commitment to the organization.
The Social Exchange Theory can be used to explain why mentees are likely to report more outstanding organizational commitment. This is due to the positive outcomes mentees receive from their mentors, leading to a sense of obligation and reciprocity that increases their commitment to the organization. Hence, the following hypothesis is tested.
Hypothesis 1: Mentoring is positively related to Organizational commitment.
Additionally, The Social Learning Theory (SLT) can be used to explain why protégés/mentees in informal mentoring relationships are likely to report higher organizational commitment than those in formal mentoring relationships. SLT suggests that individuals learn through observation, imitation, and modeling of others (Bandura, 1977). In the context of mentoring, protégés/mentees in informal mentoring relationships have the opportunity to observe and learn from their mentors in a more natural and unstructured setting, which may lead to more effective learning and skill development (Ragins & Kram, 2007).
Protégés/mentees in informal MRs may have more control over the topics and areas they want to learn from their mentors and may have more flexibility in how they learn from their mentors (Ragins & Kram, 2007). This sense of autonomy and control can increase motivation and commitment to their organization as they feel more engaged and invested in their learning and development.
Research has shown that protégés/mentees in informal MRs report higher levels of organizational commitment compared to those in formal mentoring relationships (Ragins & Kram, 2007). For example, Ragins and Kram (2007) found that protégés in informal mentoring relationships reported higher levels of affective and normative commitment to their organization than those in formal mentoring relationships. Hence, the following hypothesis:
Hypothesis 2: Protégés/Mentees in informal mentoring relationships indicate higher organizational commitment than those in formal mentoring relationships.
To create a robust exploration of the topic under study, a comparative analysis of the findings from examining KPMG- an MNC's subsidiary and a bank-Zenith Bank in Nigeria would be established. In this context, the contingency theory is applied, as it suggests that the effectiveness of organizational practices is contingent on the fit between the practice and the organizational context (Donaldson, 2001). For instance, mentoring practices may differ between KPMG and Zenith Bank, depending on organizational culture, structure, and industry. Therefore, studying the impact of mentoring and organizational commitment in these two organizations using a contingency approach may help identify how contextual factors impact the effectiveness of mentoring in retaining Gen Z workers.
Therefore, the present study aims to fill this research gap by first examining the relationship between mentoring and organizational commitment as well as assessing the effectiveness of organizational commitment as a result of mentoring in an MNC (KPMG) and a local company (ZB), by testing the following hypotheses:
This study employed a mixed-method research design involving qualitative and quantitative research methods. A mixed methods research design combines quantitative and qualitative approaches to create an in-depth understanding and corroboration of ideas (Schoonenboom & Johnson, 2017; Saunders, Lewis, & Thornhil, 2019). It is a type of research method where qualitative and quantitative data are collected and analyzed in the same study by researchers (Shorten, 2017; Creswell, 2009). To develop a wide and in-depth understanding of the impact of monitoring relationships on organizational commitment for Gen Z workers, qualitative and quantitative data were collected and analyzed to make inferences from the results of the different methods. A quantitative research method is an approach to testing a theory by stating narrow hypotheses that are supported or refuted by the data collected. The data are collected using instruments that quantify attitude and analyzed by statistical techniques and hypothesis testing (Creswell, 2009). It could be survey research, experimental research, etc. Qualitative research establishes “the meaning of a phenomenon from participants' views.” It involves interviews with participants to determine their personal experience on the issue under study (Creswell, 2009, p. 33). This study, therefore, adopted a mixed-method research design, using quantitative survey research and qualitative research methods of data collection. A structured questionnaire was used to collect quantitative data, while semi-structured interviews were used to collect qualitative data.
A purposive non-probability sampling technique was used to select full-time workers from two companies, KPMG and Zenith Bank headquarters located in Lagos, Nigeria, as participants for the study. A purposive non-probability sampling technique was suitable for this study as it seeks to gather rich information from the respondents (Saunders, Lewis, & Thornhill, 2007). The basis for the study is to establish an in-depth understanding of the phenomenon rather than to create a statistically based representation for generalization. Full-time employees were purposefully selected as they are the most likely to have undergone a mentorship program. A sample size of 120 employees, 60 in each company, was selected by a staff representative from each branch. Before the data collection process began, the researcher sent a request for permission to the managers of each branch of the companies used. The permission was granted, and the manager chose a staff to coordinate the process of distributing and collecting the questionnaire, as well as the schedule for the interview. The representatives were guided by the researcher on the distribution of the instrument across several departments in the companies and the ethical conduct of data collection from the respondents; as such, the consent of each of the respondents was obtained before the process of data collection began.
The quantitative data were collected using a questionnaire that is made up of a 5-point Likert scale of 15-item and 24-item organizational commitment questions based on Mowday et al.’s (1979) and Allen and Meyer’s (1990) standard questions on organizational commitment. The qualitative data were collected using a semi-structured questionnaire that contained ten open-ended questions derived from the standard questionnaires used for the quantitative data. This was carried out to increase the depth of the study and provide a thorough grasp of the research questions from the respondent’s viewpoints. Twenty people from the sample size (10 from each company) were interviewed for at least 45 minutes through Zoom and recorded for the qualitative data. The data collection process from the two companies took three months. 53 and 51 copies of the questionnaire (88% and 85% response rates) were returned from the respondents in KPMG and Zenith Bank, respectively, and 16 respondents completed the interview sessions (9 from KPMG and seven from Zenith Bank). The researcher respected the consent, confidentiality, and identities of the respondents. The information acquired was used relatively and legally for defined, delineated, and appropriate objectives and for no longer than was required by the Nigerian-applicable Data Protection Act (1998).
Descriptive statistical analysis and correlation were conducted on the quantitative data using SPSS 25.0. The descriptive statistics demonstrated the demographic representation of the respondents and the variations between the mean responses. The link between the two variables was expressed using correlation analysis, which calculated the value of the dependent variable (Y) based on a specified value of the independent variable (X) (Fornell & Cha, 1994). Hypothesis 2 was tested using the thematic analysis of the qualitative data to determine the response to organizational commitment between mentees in formal mentoring relationships and mentees in informal mentoring relationships.
Template analysis that lies between grounded theory and content analysis was employed (King, 1998, cited in Blanco & Golik, 2021). Template analysis is a kind of thematic analysis that involves the use of hierarchical coding to balance a relatively high level of structure in the process of textual data analysis and allows flexibility in adapting the process to the needs of the specific study (Brooks et al., 2015). This study, however, adapted the four stages of the coding process of thematic analysis described by Lai and Passmore (2023). The first stage was template development, which involved transcription of the interview records and establishing codes necessary for the study. The second stage was the clustering of the keywords that served as the codes for each of the organizations. This was followed by cross-checking the codes by the researcher after a one-week interval. This stage was supposed to involve mapping coding with a second author; however, being a solo researcher for this study, the author cross-checked the coded keywords after one week. This was to clarify the coded words after being away from the clusters. This helped in making significant changes in the coded words after the cross-check. The fourth stage was quantifying the keywords to generate a percentage rating of the common keywords used by the interviewers about the difference between mentees in formal and informal mentoring relationships and organizational commitment.
In KPMG, 53 (100%) respondents said they had at least one mentor, and 46 (86.8%) and 7 (13.2%) of those said they had official and informal mentoring relationships, respectively. Forty-three respondents (84.3%) from Zenith Bank said they had at least one mentor.
Table 1 shows that the majority of the respondents from the two organizations are within the age bracket of Gen Z, which makes them suitable for the study. According to a report by Deloitte, (Gomez, Mawhinney, & Betts, 2021), Generation Z are people born between 1995-2012 and compose about one-third of the world population. The report noted that Gen Z is making their presence known in the workplace in a significant way that is different from people born in the 90s. This justifies the fact that there is a need to ensure organizational commitment by Gen Z in the workplace, and whether mentoring offers such a service is determined in this study. With the increasing changes and workforce shrinkage for corporate jobs, the talent competition will be severe, and companies are advised to think and prepare to win the talent market.
Demographics of the respondents Mean Age KPMG = 26years Zenith Bank = 24 years
*. Correlation is significant at the 0.05 level (2-tailed).
As shown in Table 1.1, for KPMG, (r = -0.343, n= 53, p<.05), the p-value was less than 0.05 level of significance, while for Zenith bank, (r = -0.140, n= 51, p>.05) the p-value was more significant than 0.05 level of significance. Hence, this shows the relationship between mentoring and organizational commitment between Zenith Bank and KPMG Nigeria, with correlation coefficients of -0.343 and -0.134 respectively for KPMG and Zenith Bank Nigeria respectively. This implied a weak and negative relationship between the two variables in both KPMG and Zenith Bank Nigeria, which is contrary to the set hypothesis. However, the correlation is higher in KPMG than in Zenith Bank.
Table 2 showed a significant effect of independent variables (mentoring) on the dependent variable (organizational commitment). That is, organizational commitment correlated positively with the independent variables (mentoring). The table also shows a coefficient of multiple correlations (R) of 0. 821 and a multiple R square of 0.824. This means that 82.4% (R2=0.824) of the variance in the organizational commitment is accounted for by the independent variables when taken together. The significance of the joint effect was tested at p<0.05 using the F- ratio at the degree of freedom (df = 3/246). The table also showed that the analysis of variance for the regression yielded an F-ratio of 126.051 (significant at 0.05 level).
The study on mentorship relationships and organizational commitment among Generation Z workers at KPMG and Zenith Bank in Nigeria yielded valuable insights. All 53 KPMG participants stated they had a mentor, with 86.8% involved in formal mentoring and 13.2% in informal mentoring. Additionally, 43 individuals from Zenith Bank have verified that they had a mentor, underscoring the significance of mentorship in their career advancement. Nevertheless, the analysis of the connection between mentoring and organizational commitment indicated a weak negative relationship, contradicting the idea that mentoring would bolster commitment. The correlation values for KPMG and Zenith Bank were -0.343 and -0.140, respectively, suggesting a divergence between the anticipated and observed results.
This discovery contradicts the widely held belief that mentoring uniformly improves organizational commitment, as advocated by experts such as Allen et al. (2004), who observed a positive correlation between mentoring and commitment. Nevertheless, the findings in this study are more results in this study align more closely with the research conducted by Covaleski et al. (1998) and Ragins and Cotton (1999), which emphasized the possible constraints and diverse effects of mentoring based on the organizational setting and kind of mentoring. This study highlights the significance of taking into account the organizational culture and mentoring structure when assessing the efficacy of mentoring programs, especially in the various settings of global firms such as KPMG in comparison to local organizations like Zenith Bank.
In addition, the regression analysis showed that mentoring substantially impacted the level of commitment of the Gen Z workers. The multiple R square value of 0.824 indicates that 82.4% of the variation in commitment can be explained by mentoring. At KPMG and Zenith Bank, weaker connections were identified, emphasizing the importance of customized mentoring programs that are in line with the particular requirements and cultural environments of organizations. Hence, the study's findings highlight the intricate nature of mentoring relationships and their influence on organizational commitment, indicating that a universal strategy may not provide the desired results. The necessity for a flexible and situation-specific mentoring structure is apparent, particularly in meeting the distinct expectations and career goals of Generation Z employees in Nigeria's service industry.
Following the four stages of thematic analysis adapted from Lai and Passmore (2023), the keywords from the transcribed record of the interview were coded and rated in percentage by the researcher. The quantitative presentation of the qualitative data is to show the depth of relationship or variability of the quantitative and qualitative data of the study. The result from the analysis showed that the respondents attest to the positive impact of formal and informal mentoring relationships on the organizational commitment of Gen Zs.
The qualitative data obtained from the study sheds light on the mentoring experience in both KPMG and Zenith Bank. These results suggest mentoring is a valuable tool for employee development and organizational success at KPMG and Zenith Bank. Additionally, all KPMG interviewees said they received greater career-related help, but all Zenith Bank interviewees said they received the same kind of career-related and psychosocial support. Contrary to predictions, the analysis revealed that employees' levels of organizational commitment in both businesses were unaffected by the type of mentoring support they received.
However, the findings of the qualitative result contradict the findings of the quantitative data on Zenith Bank. This may be related to the varied number of respondents used in the two research methods. While 43 responses were obtained for the quantitative data, only seven respondents completed their interviews for the qualitative data. Also, the limited variability of this measure may have influenced the findings, as most mentees reported receiving career-related support rather than psychosocial support.
The imperative of this finding is that it contradicts the findings of many scholars (Covaleski et al., 1998; Ragins & Cotton, 1999; Ragins & Kram, 2007) that posit that mentees in informal mentoring relationships will report higher organizational commitment than mentees in formal mentoring relationships. The finding did not support the hypothesis 2 of this study. Also, the Majority (27%) of respondents in KPMG attested that mentoring helps ensure better performance of Gen Z employees in the organization. At the same time, 22% attested that mentoring relationships ensure clear-cut career progression for Gen Z employees in the Zenith Bank. The varying results could be aligned with the value and structure of the organization as well as the professional goals of the individuals in the two industries. Baugh and Sullivan (2005) ascertain that mentoring has long been recognized as an effective strategy for career management, business development, organizational commitment, and development in businesses. This also aligns with the social exchange theory, where individuals assess the costs and benefits of associating with others (Blau, 1964). Also, Ragins and Scandura (1999) found that mentoring was positively related to affective and normative commitment to the organization. These findings successfully provided an in-depth understanding of mentoring and its impact on organizational commitment in the Nigerian context.
From the qualitative findings of this study, and based on the predetermined and emergent themes, the impact of mentoring relationships on organizational commitment is compared between KPMG and Zenith Bank. They include;
The mentoring experience of employees determines the learning, competencies, professional experience, recognition, satisfaction, perspective, attitude to work, and development of an appreciation for complex decision-making within the organizational structure by the mentee, which increases organizational commitment (Allen, 2007; Sanjo & Sowemimo, 2020). In KPMG, as reported by an audit manager and confirmed by the other interviewees, mentoring is formal for employees within the organization. The statement goes thus:
“Although there is formal mentoring, in which performance managers act as mentors for employees, I prefer virtual mentoring connections. …Everyone is given a performance manager who automatically becomes their mentor and is involved in their evaluation and if they have any problems at work. This happens every financial year and for every level of our jobs. As a result, some performance managers only have one; others might have five to seven. Although formal mentoring occurs, other higher-level staff members are also readily available informally to assist with employees' questions.”
This contradicts the mentoring experience at Zenith Bank. All employees in Zenith Bank reported having been involved in informal mentoring either as a mentor or a protégé. Although several research has shown that informal mentoring is better than formal mentoring, the findings of this study proved otherwise. The results from KPMG showed the positive impact of mentoring relationships on organizational commitment, while the qualitative and quantitative results from Zenith Bank varied. Inzer and Crawford (2005) noted that formal mentoring is experienced in organizations that intentionally invest in developing their employees to the greatest possible extent. The difference in the mentoring experience could be aligned with the contingency factors or approach of the organizations. Wadongo and Abdel-kader (2014) noted that contingency variables such as organizational structure, technology, leadership, size, and culture influence the adoption of systems in an organization. The context of businesses in Nigeria could also be a factor in differing results on the formal and informal mentoring relationships in KPMG and Zenith Bank.
Establishing a Mentor-Mentee relationship is significant and requires mutual respect (Inzer & Crawford, 2005). Most MRs involve senior employees, which could lead to a power imbalance of mentees being at risk (Clutterbuck, 2004). In both companies, mentees view meetings with mentors as a crucial component of successful mentoring relationships. For a successful mentoring relationship, KPMG mentors value the protégé’s performance and keeping them informed, while Zenith Bank mentors emphasize the mentee’s willingness to learn and accept constructive feedback.
Invariably, the significance of "the trust factor" and mentors' sincere interest in the mentees' professional development was also stressed by mentees in both firms. Below are the words of a KPMG and Zenith Bank employee:
“I appreciate that my mentor can connect to some of my experiences as a new associate since trust and respect are crucial. He provides constructive criticism. Because he trusted in me and lacked regard for me as a junior associate in his eyes, my mentor and I were able to work well together… It was partially successful because my mentor distinguished between his roles as a senior associate and a mentor by lowering himself to my level.”
“It is crucial that mentors have a desire or a natural disposition to motivate and educate mentees. Mentoring calls for experts who sincerely care about their mentees' growth and see it as a success.”
The significant benefits of mentoring relationships reported by KPMG employees include having someone to rely on as an adviser and defender. In contrast, Zenith Bank employees reported improved job performance, increased motivation, and forming close relationships. Significant advantages of mentoring relationships include work satisfaction, retention, promotion, and excellent compensation (Whitey et al., 1991; Dreher and Ash, 1990; Fagenson, 1989; Turban & Dougherty, 1994; Chao et al., 1992). One Zenith Bank employee mentioned that the informal nature of mentoring relationships could sometimes blur the lines between personal and professional life, leading to disrespect. To maximize the benefits of mentoring relationships, both parties need to take the relationship seriously. One KPMG manager advised, "Do not just follow protocol but be fully invested in the relationship." Setting priorities, having open and honest communication, and having mentors initiate discussions with mentees are also important.
Because mentors offer priceless knowledge about the organization's mission, values, and career paths, mentoring is beneficial for imparting organizational commitment (Fleig-Palmer, 2009). Both KPMG and Zenith Bank employees support this notion and comment positively about how mentoring promotes organizational commitment. For example, Gen Z employees from KPMG and Zenith Bank, respectively:
“Looking back, I can say that mentoring has significantly improved my commitment to KPMG by giving me a stronger sense of belonging…. Although I am not sure how committed I was last year, I know that I am more committed now. I will say that mentorship has made it so.”
“To be honest, my dedication has increased. Because of the lessons I have learned from my mentor, I have advanced in the company. This commitment is only valid as long as I still work here because I have my plans.”
While the responses highlight the connection between mentoring and organizational commitment, one interviewee from KPMG reported that some Gen Z employees in the banking industry still need to be more interested due to strict and bureaucratic policies on career advancement and rewards. This supports the notion that formal mentoring may bring more rigidity to the sector, as stated by Okurame (2011). Another interviewee from KPMG suggested scrapping the formal process to make mentoring more effective. Despite this, all interviewees agreed that mentoring has a significant positive impact on organizational commitment, thus aligning with the findings of many researchers. The inter-relationships between mentoring and organizational commitment have been researched for decades, with varying evidence on mentoring relationships and increased organizational commitment (Aryee & Chay, 1996; Scandura, 1999; Orpen, 1997). However, one interviewee from KPMG could not link the formal mentoring received to her current level of organizational commitment.
Other themes derived from the interviews as to what inspires organizational commitment are presented:
This was a reoccurring pattern and a crucial aspect of what motivated employees' dedication in both firms, according to the researcher. Interviewees agreed that additional implicit and explicit compensation systems, such as a pleasant working environment plus people, job stability, learning, and promotion chances, were essential to sustaining and expanding their ORGANIZATIONAL COMMITMENT.
An employee from KPMG and Zenith Bank has this to say consecutively:
“First of all, this is my specialization, and the opportunities to develop while working with various clients are great. I am getting more experience, so you could say I am committed. KPMG also gives employees speedy promotions... It is also important to explain my work environment. Generally speaking, things are okay here, and even in certain clients' offices, they treat us well. Young folks in my unit and I share similar thought patterns.”
“… I am thrilled to work in marketing since every effort pays off, and I receive something worthwhile. Although I will not lie, I feel safe in my position. My monthly income keeps me engaged and motivated. The overtime compensation is appealing (smiles).…”
These replies are unsurprising, given the importance of excellent incentive strategies in providing satisfaction. According to Beardwell and Claydon (2010), financial and non-financial benefits are the fundamental cause of employee loyalty. As a result, rewards may be used to create, maintain, and strengthen commitment.
Researchers and practitioners are increasingly interested in employment involvement approaches. Evidence shows employee involvement helps ORGANIZATIONAL COMMITMENT (Marchington & Wilkinson, 2012). As a result, employee involvement became both a predefined and emergent subject. Numerous human resource professionals agree that employee involvement activities are more or less retention initiatives that help organizations stay relevant and protect their competitive edge by keeping skilled personnel. According to comments, KPMG workers utilize opinion boxes and quality circles to offer judgments on incentive systems, work organization, and top-down communication.
In contrast, Zenith Bank employees employ opinion boxes to make job design decisions. Specifically, interviewers from both organizations feel that participating in job design decision-making has enhanced their organizational commitment. However, whether or not employees are involved, if they believe management's objectives are questionable, they will undervalue employee involvement programs. One of the managers at KPMG has this to say:
“…I occasionally make choices that boost my confidence. I have a sense of independence and a desire to remain in this organization forever, yet occasionally, I act like management has expectations. Management follows its agenda regardless of what I say or do.…”
The above positions indicate that employee involvement can influence organizational commitment, but pluralism exists, and management mostly wants to improve performance and profitability.
Generally, the contingency theory forms the basis for deductions from this analysis. Contingency theory suggests that the effectiveness of organizational practices is contingent on the fit between the practice and organizational context (Donaldson, 2001). Specific factors that fit into the practice and structural context of a business could influence the mentoring relationships and organizational commitment of the organization. This describes the different results from the two organizations despite being in the same business sector. Organizations in the service sector have underlying features that differentiate them from others, including goals, stakeholders, profit maximization objectives, revenue sources, products, customer service, etc. (Wadongo & Abdel-kader, 2014). As such, contingency factors could affect the impact of mentoring on the organizational commitment of Gen Z employees differently in KPMG and Zenith Bank.
This study proposes a new theory for mentoring research called “Dynamic mentoring theory.” It is proposed that effective mentoring for Gen Z workers requires a dynamic and flexible approach that considers the changing needs and expectations of this generation. Several vital elements would characterize dynamic mentoring. First, it would emphasize the importance of ongoing communication between mentors and mentees, with regular check-ins to assess progress and adjust goals as needed. Second, it would recognize that Gen Z workers will likely have multiple career paths and may require mentoring tailored to their interests and goals. Third, dynamic mentoring would prioritize building strong, trusting relationships between mentors and mentees. This would involve not only providing guidance and support but also creating opportunities for mentees to network and connect with others in their field using social media and other virtual means. Fourth, dynamic mentoring would take a comparative, context-specific approach, recognizing that what works for one mentee may not work for another. Overall, the theory of dynamic mentoring emphasizes the importance of flexibility, communication, and individualized support in mentoring Gen Z workers. It would recognize that this generation has unique needs and expectations and would provide a framework for mentors to adapt and evolve their approach over time.
This study thoroughly analyzes the correlation between mentoring and organizational commitment among Generation Z employees in Nigeria's service sector, emphasizing Zenith Bank and KPMG. The quantitative results demonstrated a faint negative correlation between mentoring and organizational commitment at both institutions, challenging the widely held belief that mentoring invariably improves commitment. In particular, KPMG had a slightly stronger correlation (-0.343) than Zenith Bank (-0.140), suggesting that mentoring is present, but its impact on organizational loyalty needs to be clarified.
In contrast, the qualitative analysis provided a more comprehensive understanding of the subtleties of mentoring relationships within these organizations. The formal mentoring program at KPMG was well-organized and consistent with the organization's objectives, which is why employees viewed it favorably. Nevertheless, informal mentoring was more prevalent at Zenith Bank, resulting in a variety of experiences and conflicting results in terms of commitment. The qualitative results indicate that even though employees value mentoring for its career development and support, its efficacy in nurturing organizational commitment is contingent upon the structure and context of the mentoring relationship.
This dual approach emphasizes the intricacy of mentoring to improve organizational commitment. Although mentoring is unquestionably advantageous for professional development, its influence on commitment must be more consistent across various organizational contexts. The significance of a personalized mentoring approach, which considers the distinctive cultural and organizational dynamics at play, is underscored by the study. This entails the creation of mentoring programs that are context-specific, adaptable, and responsive to the changing requirements of Generation Z employees for organizations such as KPMG and Zenith Bank. In doing so, organizations can more effectively utilize mentoring to improve employee retention and commitment, thereby contributing to the organization's long-term success. This research needs to address a deficiency in the current body of literature regarding mentoring and organizational commitment, and it also offers organizations that are interested in optimizing their mentoring programs for a younger workforce practical insight.
However, due to the chosen research approach, the research results may need more generalizability. Therefore, researchers are encouraged to test the proposed propositions in other sectors and age demographics. More research can be explored in more organizations across Africa, Europe, and Asia about mentoring relationships. Conceptual contributions should also be further explored by investigating new concepts or dimensions of mentoring relationships, such as psychosocial mentoring in other Nigerian organizations and globally. Future research should also further explore the long-term outcomes of mentoring programs and the factors that contribute to their sustainability.
The findings of this study have significant implications for theory, practice, and future research in mentoring, organizational commitment, and human resource management. Theoretically, the study challenges the widely accepted notion that mentoring universally enhances organizational commitment, particularly among Generation Z employees. The weak negative correlation identified in the quantitative analysis suggests that the relationship between mentoring and commitment is more complex and context-dependent than previously thought. This highlights the need for a more nuanced theoretical framework that accounts for the specific organizational and cultural contexts in which mentoring occurs. The study proposes Dynamic Mentoring Theory, which addresses this gap by advocating for a flexible, context-specific approach to mentoring that adapts to the evolving needs and expectations of younger employees.
In practice, the study underscores the importance of tailoring mentoring programs to fit the unique characteristics of the organizational environment and the workforce. For organizations like KPMG and Zenith Bank, this means moving beyond a one-size-fits-all approach and instead developing mentoring strategies that align with the specific needs and aspirations of Generation Z employees. Formal mentoring programs should be structured yet adaptable, while informal mentoring relationships should be encouraged but guided to ensure consistency and effectiveness. Organizations must also invest in ongoing training for mentors to ensure they are equipped to meet the diverse needs of their mentees, fostering both career development and organizational commitment.
For future research, this study opens several avenues for further exploration. Researchers are encouraged to test the Dynamic Mentoring Theory across different industries and cultural contexts to assess its applicability and refine its principles. Additionally, future studies should investigate the long-term effects of mentoring on organizational commitment, particularly in rapidly evolving industries where Generation Z employees are increasingly prominent. Further research could also explore the role of technology in mentoring, particularly in virtual or hybrid work environments, and how it impacts the mentoring-commitment relationship. By addressing these areas, future research can contribute to a deeper understanding of how to optimize mentoring practices for a diverse and dynamic workforce.
Valerie Onyia Babatope is an experienced scholar and HR consultant with a demonstrated history of working in the higher education industry and offering solutions to HR needs in organizations. Skilled in Youth Leadership, Human Resource Management, Business Intelligence, and Business Management, she is a strong education professional with a Doctor of Philosophy in Business Administration and focused on research interests such as Mentoring, Entrepreneurship and Organizational Behaviour. She teaches future HR professionals and design HR course content, write curriculum and facilitate online learning in business and HR courses.