The role of organizational culture in shaping an effective mentor motivational system

mentorship plays a crucial role in achieving success for both employees and organizations as a whole. For newcomers, it serves as an effective adaptation tool that helps them quickly adjust to the work environment, avoid common mistakes, and gain confidence through the support of more experienced colleagues. For companies, mentorship is a strategic investment in the development of human capital, strengthening teamwork, improving productivity, and reducing staff turnover. This article examines the significance of mentorship in modern organizations as an important factor in enhancing employee performance and strengthening organizational culture. The author justifies the need to develop a motivation and incentive system for mentors that supports their professional growth and satisfaction with their role. The relevance of the topic is highlighted in the context of increasing competition and technological change, where effective mentorship becomes a key tool for unlocking employee potential and improving company competitiveness. Under these conditions, organizations must purposefully develop their employees’ potential through a well-structured mentorship system. This requires a carefully designed motivation and incentive framework for mentors that aligns with the organization’s culture. The degree to which this system harmonizes with the company’s values and principles directly affects not only employee performance but also overall sustainability, innovation, and market competitiveness. The purpose of this study is to explore approaches to motivating and incentivizing mentors in accordance with the specifics of the organization’s culture, as well as to identify the factors influencing the effectiveness of these approaches. Results: it has been established that the presence of a well-developed mentoring system contributes to the accelerated adaptation of new employees, reduces stress levels during the onboarding process, and shortens the time required to reach planned performance levels. It was also determined that effective mentoring is directly linked to the level of mentors’ motivation, which depends on the availability of a system of incentives (both material and non-material) and recognition of their contribution to team development. The study revealed that mentor motivation is most effective when it aligns with the company’s values and organizational culture: formal incentives have a lesser impact if they are not supported by an intrinsic sense of significance in the mentor’s role. Conclusions: mentoring should be viewed not as a temporary adaptation tool but as a strategic element of human capital management that has a long-term impact on organizational development. The effectiveness of mentoring is determined not only by the personal qualities of mentors but also by the presence of a well-designed system of motivation and incentives that reflects the specifics of the organizational culture. To enhance the effectiveness of mentoring programs, it is essential to create a balance between material and non-material incentives, including recognition, professional development opportunities, and participation in decision-making.

mentorship, mentors, motivation, incentives, organizational culture, employees, adaptation, organizational effectiveness