Facilitating protégé well-being through mentorship among Pakistani bankers

Figures & data

Figure 1. Theoretical framework.

Table 1. Demographic information.

	Frequency	Ratio
Gender
Male	336	87.6
Female	48	12.4
Age
20–29 years	112	29.17
30–39 years	126	32.81
40–49 years	107	27.86
50 years and above	39	10.16
Education
Master	227	59.11
MS/M.Phil	135	35.16
Other	22	5.73
Bank	Total employees	Respondent
Habib Bank	21,005	53
MCB	13,596	34
United Bank	13,248	33
Meezan Bank	11,649	29
National Bank of Pakistan	11,612	29
Bank Al Habib	11,315	28
Allied Bank	11,207	28
Bank Alfalah	9908	25
Faysal Bank	6938	17
Askari Bank	6921	17
The Bank of Punjab	6649	17
Habib Metropolitan Bank	4317	11
JS Bank	3607	9
Soneri Bank	3026	8
Standard Chartered Bank	2822	7
Bank Islami	2672	7
Dubai Islami Bank	2288	6
Al Baraka Bank	1770	4
Sindh Bank	1745	4
Summit Bank	1657	4
MCB Islamic	1593	4
Silk Bank	1482	4
BOK	1334	3
Samba Bank	593	1
First Women Bank	442	1
	153,396	384

Table 2. Reliability and validity statistics.

First-order construct	Second-order construct	Items	Loading	α	Composite reliability	AVE
CF		CF1	0.865	0.783	0.873	0.698
		CF2	0.758
		CF3	0.877
PM		PF1	0.863	0.847	0.908	0.767
		PF2	0.904
		PF3	0.858
RF		RF1	0.844	0.818	0.892	0.733
		RF2	0.879
		RF3	0.845
	TMF			0.918	0.933	0.819
R.Mentoring		Rel1	0.824	0.912	0.932	0.695
		Rel2	0.885
		Rel3	0.843
		Rel4	0.730
		Rel5	0.863
		Rel6	0.851
Career self-efficacy		C1	0.772	0.886	0.908	0.554
		C11	0.783
		C2	0.735
		C4	0.718
		C6	0.630
		C7	0.739
		C8	0.793
		C9	0.768
Purpose in life		P1	0.856	0.856	0.913	0.777
		P2	0.919
		P3	0.868
Work-life balance		W1	0.799	0.826	0.884	0.657
		W2	0.831
		W3	0.837
		W4	0.774
Job wellness		J1	0.862	0.867	0.909	0.714
		J2	0.851
		J3	0.811
		J4	0.856
Physical health		H1	0.859	0.813	0.889	0.727
		H2	0.844
		H3	0.855
	Employee well-being			0.938	0.946	0.775

Table 3. Fornell–Larcker test.

	1	2	3	4
Employee well-being	0.746
R.Mentoring	0.602	0.834
Career self-efficacy	0.644	0.626	0.744
T.Mentoring	0.625	0.701	0.566	0.780

Table 4. Heterotrait–Monotrait (HTMT) ratio.

	1	2	3	4
Employee well-being
R.Mentoring	0.641
Career self-efficacy	0.673	0.664
T.Mentoring	0.670	0.761	0.597

Table 5. Cross-loading.

	CF	PF	RF	RMF	CSE	PIL	WLB	JW	PH
CF1	0.865	0.560	0.609	0.569	0.500	0.423	0.463	0.474	0.482
CF2	0.758	0.483	0.495	0.390	0.241	0.338	0.305	0.313	0.343
CF3	0.877	0.721	0.700	0.643	0.576	0.473	0.433	0.527	0.485
PF1	0.629	0.863	0.640	0.539	0.393	0.375	0.369	0.467	0.431
PF2	0.638	0.904	0.714	0.580	0.446	0.402	0.409	0.473	0.425
PF3	0.609	0.858	0.731	0.531	0.466	0.418	0.355	0.457	0.386
RF1	0.578	0.691	0.844	0.618	0.393	0.433	0.381	0.439	0.407
RF2	0.666	0.740	0.879	0.464	0.530	0.522	0.449	0.552	0.497
RF3	0.624	0.604	0.845	0.523	0.370	0.394	0.406	0.440	0.415
Rel1	0.542	0.524	0.560	0.824	0.511	0.428	0.400	0.488	0.480
Rel2	0.594	0.595	0.592	0.885	0.571	0.461	0.441	0.526	0.529
Rel3	0.561	0.494	0.513	0.843	0.471	0.371	0.354	0.467	0.439
Rel4	0.475	0.442	0.453	0.730	0.386	0.299	0.286	0.338	0.391
Rel5	0.528	0.556	0.561	0.863	0.559	0.468	0.410	0.501	0.537
Rel6	0.553	0.518	0.505	0.851	0.596	0.460	0.436	0.513	0.483
C1	0.559	0.499	0.512	0.618	0.772	0.566	0.486	0.673	0.555
C11	0.334	0.350	0.339	0.464	0.783	0.398	0.254	0.388	0.415
C2	0.505	0.376	0.450	0.523	0.735	0.450	0.402	0.532	0.484
C4	0.338	0.350	0.336	0.388	0.718	0.367	0.208	0.352	0.383
C6	0.421	0.330	0.383	0.447	0.630	0.414	0.420	0.514	0.453
C7	0.329	0.326	0.299	0.382	0.739	0.427	0.228	0.413	0.379
C8	0.290	0.328	0.274	0.417	0.793	0.425	0.246	0.417	0.387
C9	0.313	0.323	0.307	0.364	0.768	0.414	0.216	0.378	0.360
P1	0.429	0.380	0.439	0.413	0.518	0.856	0.529	0.599	0.520
P2	0.473	0.435	0.498	0.458	0.526	0.919	0.640	0.732	0.590
P3	0.414	0.387	0.456	0.460	0.532	0.868	0.564	0.686	0.613
W1	0.335	0.239	0.326	0.278	0.249	0.452	0.799	0.530	0.434
W2	0.348	0.295	0.359	0.391	0.435	0.570	0.831	0.659	0.555
W3	0.482	0.462	0.476	0.474	0.383	0.557	0.837	0.641	0.542
W4	0.400	0.393	0.395	0.368	0.338	0.544	0.774	0.579	0.513
J1	0.502	0.501	0.499	0.498	0.546	0.637	0.718	0.862	0.605
J2	0.437	0.441	0.479	0.518	0.599	0.683	0.590	0.851	0.616
J3	0.382	0.380	0.417	0.397	0.454	0.590	0.594	0.811	0.635
J4	0.481	0.471	0.494	0.519	0.567	0.677	0.618	0.856	0.647
H1	0.459	0.428	0.448	0.506	0.559	0.590	0.560	0.742	0.859
H2	0.463	0.368	0.413	0.479	0.468	0.542	0.493	0.549	0.844
H3	0.430	0.409	0.455	0.486	0.478	0.535	0.563	0.589	0.855

Figure 2. Measurement model.

Figure 3. Structural model.

Table 6. Hypothesis testing.

Hypotheses	β	S. error	t-value	p value	Decisions	Confidence interval
						2.50%	97.50%
Traditional mentoring -> Employee well-being	0.400	0.080	5.004	.000	Supported	0.240	0.539
Relational mentoring -> Employee well-being	0.322	0.075	4.267	.000	Supported	0.181	0.473
Traditional mentoring -> Career self-efficacy	0.249	0.060	4.127	.000	Supported	0.129	0.361
Relational mentoring -> Career self-efficacy	0.452	0.053	8.499	.000	Supported	0.345	0.550
Career self-efficacy -> Employee well-being	0.376	0.050	7.511	.000	Supported	0.269	0.469
Traditional mentoring -> Career self-efficacy -> Employee well-being	0.094	0.025	3.761	.000	Supported	0.047	0.144
Relational mentoring -> Career self-efficacy -> Employee well-being	0.170	0.032	5.359	.000	Supported	0.109	0.234