THE MEDIATING ROLE OF COACHING AND MENTORING IN THE RELATIONSHIP BETWEEN SELF-EFFICACY AND EMPLOYEE ENGAGEMENT: THE MODERATING EFFECT OF MANAGEMENT SUPPORT

Abstract

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.