Mentoring and Employee Performance: Evidence from Commercial Banks in Port Harcourt

The practice of mentoring has persisted for as long as there have been people. Researchers have recognized the significance of mentorship from the emergence of communities and organized work for this same reason. This study employed primary data to accomplish its stated research purpose of determining the influence of mentoring on employee performance in commercial banks in Port Harcourt. Human Resource Managers and other senior-level executives from 21 different commercial banks participated in this survey. The demographic data of the respondents was analyzed using descriptive statistics, including percentages and frequencies. Employee performance was evaluated by the completion of tasks and the quality of service provided, while mentoring was evaluated by the sharing of knowledge, counseling, and coaching. Task completion and service quality were found to be significantly correlated with knowledge exchange. Job completion and high-quality service delivery are strongly correlated with counseling and coaching, respectively. Mentoring was found to be a significant factor in employee performance at the commercial banks in Port Harcourt that were part of the study's sample. According to the study, HR departments should make mentoring a part of their toolbox for helping employees grow professionally. HR managers should be able to spot employees who could use some guidance in order to perform better and make a bigger impact at commercial banks. HR managers should host forums where employees can discuss what it means to be successful in their careers, and the organization should provide career counseling and advice to help employees figure out what they want to achieve. Lastly, commercial banks should have a system in place to reward and recognize employees for good work. Workers will be more invested in their work and more productive as a result of this.