International Journal of Sub-Saharan African Research (IJSSAR)

Background: Behavioural mentoring is a structured developmental process through which experienced officers (mentors) guide less experienced employees (mentees) by modelling ethical standards, workplace discipline, emotional intelligence, interpersonal skills, and professional conduct. By shaping employees' attitudes, work ethics, and professional behaviours, behavioural mentoring enhances discipline, efficiency, teamwork, and citizen-centred service delivery within the public service.
Objective: This study examined the impact of behavioural mentoring on employees' work completion, job performance, and overall productivity in the Edo State Civil Service, Nigeria.
Method: The study adopted a descriptive design based on documentary research. Data were obtained from secondary sources, including scholarly journal articles, textbooks, government publications, conference papers, and other relevant literature. The collected data were subjected to qualitative desk analysis to draw conclusions on the relationship between behavioural mentoring and employee productivity in the public service. Results: The study found that behavioural mentoring enhances employees' job performance, productivity, discipline, accountability, teamwork, commitment, and adherence to ethical standards within the civil service. Through guidance, coaching, counselling, supervision, and role modelling, experienced officers facilitate the transfer of professional knowledge, values, and workplace competencies to younger employees. Behavioural mentoring also promotes organizational continuity, succession planning, leadership development, and improved service delivery across ministries, departments, and agencies.
Unique Contribution: This study contributes to the literature by providing a comprehensive conceptual synthesis of behavioural mentoring and demonstrating its significance as a strategic human resource development approach for improving employee productivity and organizational effectiveness in the Edo State Civil Service.
Key Recommendation: The Government of Edo State and the management of the State Civil Service should institutionalise structured behavioural mentoring programmes across ministries, departments, and agencies. Such programmes should include formal mentor–mentee frameworks, continuous monitoring, and periodic evaluation to strengthen professionalism, ethical conduct, workplace discipline, leadership development, and employee productivity.