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Author(s): Sunday Alewo Omale Alewo, Idodo Momodu Daniel, Bukar Ali Bularafa.

Volume/Issue: Volume 8, Issue 2 (2025)

Page No: 22-33

Journal: British Journal of Education, Learning and Development Psychology (BJELDP)

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Abstract:

While several mentors and learners end their relationships prematurely, many flourish and continue mentoring and learning till retirement. Understanding how these mentors and learners (mentees) maintain their enthusiasm can help identify the resources they need for their professional and personal growth. Nevertheless, research into the characteristics that drive sustained learning and mentorship is scarce. The primary objective of this research was to investigate the factors influencing mentoring and organizational learning in developing African economies over multiple decades, as well as how these aspects can be leveraged for organizational benefit. The pertinent research has been examined to provide greater detail and clarify the reasons for these characteristics. Mentoring and organizational learning were associated with various good outcomes, notably, enhanced performance, promotions, wage increases, work satisfaction, talent retention, and employee growth. Despite these benefits, issues like corporate culture, ineffective communication, mentor-mentee pairing, an absence of trust, and stated objectives and requirements continue to influence how effectively it operates in an organizational or social setting. The findings indicate that company culture should encourage development, learning, and knowledge exchange. These are critical for successful mentoring and organizational productivity. An organization that does not value or prioritize mentoring is bound to fail. Furthermore, businesses should encourage open and honest communication between mentors and mentees. This is vital for building trust and developing a positive learning relationship.

Keywords:

Mentoring, mentor, mentee, organizational learning, and emerging African economies.

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