Mentorship-Driven Talent Management

Payal Kumar is Professor and Chair of Human Resources and Organisational Behaviour, and Head of Research and International Relations at the School of Management at BML Munjal University. Her research interests include negative mentoring, gender and leadership, entrepreneurship, and diversity and inclusion. Pawan Budhwar is Professor of International HRM at Aston Business School. His research interests lie mainly in the linkages between HRM and performance in different international contexts.

• Chapter 1. Introductory chapter on the mentoring literature up to now, and the way ahead; Payal Kumar and Pawan BudhwarChapter 2. A qualitative study on mentoring practices and challenges in Indonesia; Yuliani Suseno, Ely Susanto, Damita Lachman SherwaniChapter 3. Mentoring in Japan: A systematic review and conceptual model; Masaki Hosomi, Tomoki Sekiguchi, Fabian Jintae FroeseChapter 4. How mentors and protégés' perceive and practice mentoring in Thailand; Sununta Siengthai, Patarakhuan Pilangarm, Monthon SorakraikitikuChapter 5. Exploring Why and When Mentors' Drinking Norms Impact Protégés' Alcohol Misuse; Ho Kwong Kwan, Xiaofeng Xu, Haixiao Chen and Miaomiao LiChapter 6. Accounting Firms and Gendered Mentoring: Qualitative Evidence from India and Malaysia; Sujana Adapa, Alison SheridanChapter 7. Workplace mentoring and leader-member dyadic communication in Malaysia; Marlin Abdul Malek, Hassan Abu BakarChapter 8. Reverse mentoring in India: How organizational & socio-cultural context matters; Nimruji JammulamadakaChapter 9.Dynamics of Paternalistic Mentoring: An insight into family firms in Bangladesh;Dr. Farzana NahidChapter 10. Coaching in India as a European woman; Jasmin WaldmannChapter 11. Cultivating Talent of Interns through Workplace Mentoring: A Critical Appraisal of a Pakistani Initiative;Muhammad Zahid Iqbal, Mian Imran ul Haq

To date, studies of cultural differences between Western and Eastern models of mentoring have been sporadic. Payal Kumar and Pawan Budhwar have assembled 11substantive chapters in which authors offer unique organizational case studies, as well as qualitative and quantitative studies of mentoring relationships in countries including India, Thailand, China, Japan, Pakistan, Indonesia, Malaysia, and Bangladesh. This is a “must read” for scholars and practitioners who claim to be experts on mentoring in a global context.