(Reverse Mentoring in Turkey and World: A Research in Terms of Generational Differences in Work Values and Intention to Leave among Young Workers)

Abstract

Purpose – In this study, it is aimed to reveal the relations between “generational differences in work values”, “intention to leave among young workers” and “reverse mentoring”. Design/methodology/approach – In this study, first, a conceptual framework has been established by reviewing the literature about the concepts of “generational differences in work values, intention to leave among young workers, and reverse mentoring”. Then, the leading practices of reverse mentoring from Turkey and the world, which is one of the innovative HRM (Human Resources Management) practices, were examined. In this study, the effect of reverse mentoring on the intention to leave among young workers has been evaulated. Findings: When the world practices are examined; it has been confirmed that reverse mentoring processes have been implemented in organizations operating in various sectors since 1999. These processes are generally used as a method of transferring information about technological innovations and internet usage from young workers to their managers. It was confirmed that reverse mentoring practices in organizations began to be seen only in the early 2010s, which is very recent. By virtue of reverse mentoring, it is understood that the organizations have the opportunity to discover the original ideas of the young generation (Y-Z), to direct the competencies specific to the younger generations towards the targets of the organization and to benefit from them more effectively. Discussion – It is understood that there are differences between the factors affecting the intention of leaving in the generations with different work values. It is thought that innovative HRM processes will gain more importance as the workforce in enterprises will be differentiated and diversified by generations in the following years. As an innovative HRM application to reduce the intention to leave among young workers, it is foreseen that the number of enterprises that will integrate reverse mentoring into basic HRM processes will increase in time.