Career Mentoring and Employee Performance in Multinational Companies in Mombasa County, Kenya

Abstract

The general objective of this study was to examine the influence of career mentoring on employee performance in multinational companies in Mombasa County, Kenya. The study’s theoretical review was grounded on a theory that is applied in human resource management namely social exchange theory. The study adopted cross-sectional survey research design. The first level target population was twenty multinational companies with offices domiciled in Mombasa County, Kenya as at end of year 2024. The accessible population was made up of four hundred and seventy three (473) staff from these companies including management, supervisory and clerical staff cadres and these constituted the unit of observation for the study. Nasiurma (2000) formulae was used to derive a sample of 110 and Statistical Package for Social Sciences (SPSS) version 26 was used to facilitate data analysis. Pilot study results showed the items were reliable based on the Cronbach alpha scores returned which were above .70 which is regarded as the lower limit. Validity subsets of face and content were tested using human resource management experts who gave the instrument a general clean bill of health and KMO and Bartlett tests returned appropriate scores to indicate construct validity in the data. The study established that career mentoring had a significant influence on employee performance in multinational companies in Mombasa County, Kenya (r = .719, p-value = .000) The study recommends that in multinational companies staff ought to be encouraged to have development plans in readiness for opportunities to realize growth since they are the drivers of their own progression and must take control of the same. Additionally, mentors in multinational companies need to facilitate the development and learning process by assigning stretching assignments to mentees, which is meant to stretch their reasoning capacity and proactiveness in all dealings.