This study explores the effectiveness of coaching and mentoring in enhancing employee engagement, emphasizing the mediating roles of self-efficacy and management support. Coaching and mentoring are recognized as key development strategies, yet their outcomes are shaped by both internal psychological factors and external organizational support. Self-efficacy, defined as employees’ belief in their own capabilities, strengthens the positive impact of these programs, while managerial support provides structural and emotional resources that stabilize and optimize employee engagement. Adopting a quantitative causal-comparative design, the research involved 120 employees from non-profit organizations with prior experience in coaching and mentoring, selected through purposive sampling. Data were collected via a structured questionnaire and analyzed using SPSS and SmartPLS, including descriptive statistics, validity and reliability testing, regression analysis, and mediation–moderation assessments. Findings reveal that coaching and mentoring positively influence self-efficacy, management support, and employee engagement, with both mediating variables significantly reinforcing employee attachment. Coaching contributes short-term benefits through reflection and task strategies, whereas mentoring fosters career development and long-term commitment. The study suggests that organizations should continuously integrate both approaches to maximize engagement. Nonetheless, limitations regarding self-report data, sectoral scope, and cross-sectional design highlight the need for future studies to employ mixed methods, expand to diverse sectors, and examine contextual variables such as organizational culture, leadership style, and digitalization.
Andrew et al. (Fri,) studied this question.
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