question archive can you help editing this paper and proof reading ? thank you Discussion 1-1The employees surveyed at McFarland PLLC, expressed a strong sense of belonging to the organization
can you help editing this paper and proof reading ? thank you Discussion 1-1The employees surveyed at McFarland PLLC, expressed a strong sense of belonging to the organization
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can you help editing this paper and proof reading ? thank you Discussion 1-1The employees surveyed at McFarland PLLC, expressed a strong sense of belonging to the organization. According to the survey, it showed the employees have a high level of commitment towards the organization. One way to improve the employee's commitment to the organization would be to have a mentorship. There are two types of mentor functions one being career-related and the other psychosocial (Nelson & Quick, 2019). Both functions can increase an employee's commitment to an organization. First, the career-related support can help an employee's advancement in the organization by paring with someone above their rank. Psychosocial can help the employee feel accepted and valued in the organization (Nelson & Quick, 2019).
Since there is no official training within the organization per the interview conducted, there needs to be an official diversity training for all employees before the program starts. In the mentorship, the idea would be to partner a male with a female employee together. By doing so, it can help break down any stereo types people may have about male or female employees. There was a study done by Burke that showed male mentors have a greater influence on women than on men (Ramaswami, Dreher, Bretz, & Wiethoff, 2010). This can also help build a role model role in the mentor towards the mentee. It can also lead to mentee feel accepted from the mentor actions in the mentoring process. Also, having this type of mentorship would help with diversity in the organization. It can help management improve in their communication with their employees. In the interview, the office manager was asked if management values their feedback, and it indicated that at times yes, but the main attorney in the law office can be a bit set in their ways of doing things.
There should be a meeting set up with all the employees advising of this new mentorship. Then follow up with sending out an email to everyone giving the opportunity for employees to sign up. Once we have the mentors' pair with a female employee, we want to survey both parties about their commitment towards the organization. To see how they feel about the mentorship program and find their commitment to the organization at that point. The mentors and mentees should meet at least once a week, to discuss career advancement and provide any feedback as needed. This idea can help build a better relationship amongst the upper management and the employees. If they have a better understanding of what each other goals in the organization, they can appreciate their contribution. In the interview, the office manager indicated that at times they do not feel appreciated by the organization. When employees feel valuable in the organization, their commitment will increases. Also, the upper management needs to be on board with the new program so it can help motivate the employees to participate. Women are more likely to reach senor-executive status when they are mentored by higher ranked males in their law firms (Ramaswami, Dreher, Bretz, & Wiethoff, 2010).
The mentorships would last six months, once completed all participants would complete another survey about their commitment towards the organization. By having an incentive for the employees participating in the program will help their commitment towards the program. For management, the employees will survey them on how engaging they are and if they provide beneficial feedback. Management will be accountable by having a survey completed by their mentee it will ensure the program is taken seriously. The surveys will be anonymous to get an honesty about the commitment towards the organization. But the ones done on management will be shared anonymous to all employees but not for the present of the organization so they can address any issues.
Works Cited
Nelson, D. L., & Quick, J. C. (2019). ORGB 6th Edition. In Organizational Behavior (pp. 300-301). Boston: Cengage.
Ramaswami, A., Dreher, G. F., Bretz, R., & Wiethoff, C. (2010). Gender, Mentoring and Career Success: The Importance of Organizational Context. Personnel Psychology 63, No. 2, 385-405.
