Abstract
By examining the perceptions of junior/senior staff about the value of formal and informal mentoring systems for a recently merged CPA firm, we show how mentoring relationships can serve as a useful resource in its adaptation to rapid change. The study found that accounting professionals in early, middle and advanced career stages all embraced the mentoring process during periods of increased stress resulting from mergers. It appears that mentoring may be an important antidote to stress. The psycho-social aspect of mentoring may help employees cope better with the stressful, non-rewarding conditions that characterize business mergers and the restructurings of CPA firms. Some further discussion regarding formal and informal mentoring is also presented.
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