Thesis Format
Monograph
Degree
Doctor of Philosophy
Program
Psychology
Supervisor
Weststar, Johanna
Abstract
Mentorship has received substantial attention as an initiative to improve the worker experience. Though worker inclusion has been purported to be an outcome of mentorship, the specific mentor behaviours that predict mentees’ feelings of belonging and authenticity have been unclear. The goal of this research was to develop a Mentorship for Inclusion Scale (MIS) focused on actionable behaviours performed by a mentor which relate to the end goals of mentee inclusion. This was accomplished through four interrelated sub-studies. First, I conducted semi-structured interviews with workplace mentors and mentees (N = 27) and used the themes to generate items for the MIS. Second, subject matter experts provided feedback on the scale items (N = 10). Subsequently, I administered the MIS on a separate sample (N = 215) and examined the measurement model of inclusive mentorship. Two factors emerged and these same two factors were found in a secondary survey sample (N = 328). In the scale validation phase of the study, I assessed the nomological network of inclusive mentorship and found evidence of construct validity. Then I evaluated the MIS for criterion-related validity, assessing its relationship to mentees’ perceived inclusion, turnover intentions, employee voice, and perceived equity in opportunities. The results indicated that mentees who agreed more that their mentors engaged in specific sets of behaviours tended to report higher levels of perceived belonging and authenticity. While industries and organizations can foster inclusion in a variety of ways, this research highlights the potential of action at the individual level. I conclude by discussing the implications and limitations of the four studies. This work contributes to fostering supportive workplaces for existing and future workers and provides a practical tool to assess workplace mentors for goals of inclusion.
Summary for Lay Audience
Workplace mentorship has been used in industries and organizations for various purposes including worker retention and inclusion. While many programs and individual initiatives are in place for these goals, there is a need for an evaluative tool of the mentorship’s effectiveness for these ends. This thesis focuses on the conceptualizing what it means to provide inclusive mentorship, particularly when workers of various backgrounds are considered. Four studies were used to develop and validate the Mentorship for Inclusion Scale (MIS). The first study involved semi-structured interviews with mentors and mentees to identify mentor behaviours that elicit feelings of inclusion in mentees. The themes of these behaviours became the foundation of the MIS and its items. In the second, the MIS items were assessed for consistency with the proposed factors of inclusive mentorship. This involved two rounds of participants and resulted in reconceptualized and refined factors. In the third, the MIS was administered to mentees to determine how many factors comprise inclusive mentorship and what items are under each factor. Two factors emerged in inclusive mentorship. The Internal factor pertained to interactions within the mentor-mentee dyad and entails elements of the mentor’s care for the growth of and approachability towards the mentee with awareness of the mentee’s identity and circumstances. The External factor pertained to the interactions with people and structures outside of the mentorship dyad like providing access to the mentor’s network and access to examples for reference. The fourth study involved a time-lagged survey administered online to capture mentees’ mentorship experiences and equity and inclusion outcomes. There was evidence that the MIS was related to mentees’ perceived inclusion, employee voice, and perceptions of equity in opportunities. Lastly, the results suggest that more inclusive mentorship is linked to lower turnover intentions, and this can be explained by mentee’s feelings of inclusion. However, mentorship, inclusive or not, is only one piece of the puzzle. It is an initiative situated within structural and systemic contexts like organizational climates and pervasive norms. Future work can explore structural and systemic changes which can concurrently work with mentorship to create even better work conditions.
Recommended Citation
Kwan, T. Eva, "MISsed Connections: Developing a Mentorship for Inclusion Scale (MIS)" (2024). Electronic Thesis and Dissertation Repository. 10389.
https://ir.lib.uwo.ca/etd/10389