Purpose: The objective of the study was to identify the correlations among the following variables: supporting mentoring processes in a company by the superior; fulfilling the role of a mentor by the superior; and fulfilling the role of a mentor by employees versus passive and active participation in company management, people-oriented and non-people-oriented management; the possibility of frequently turning to the superior with personal problems or for help; and ease of contact between employees and the superior.Methodology: The article presents the findings of own study carried out in 2017 on a sample of 975 respondents. The study employed the subject literature critical review method and a questionnaire survey.Findings: The results show the importance of subject management and employee participation in organizations, and its meaning for the proper implementation of mentoring.Research limitation: The work may be affected by the inherent weaknesses associated with survey research which examines rather opinions and views than “hard data”.Originality: Recent mentoring research has pointed to various aspects of its success, but the mentor-ing process has not been studied yet in terms of the impact of the following variables: supporting mentoring processes in a company by the superior; fulfilling the role of a mentor by the superior; and fulfilling the role of a mentor by employees versus passive and active participation in company management, people-oriented and non-people-oriented management; the possibility of frequently turning to the superior with personal problems or for help; and ease of contact between employees and the superior. In addition, previous research did not take into account the use of such statistic models that were presented in this article.Keywords: mentoring,people-oriented management, non-people-oriented management, passive participation, active participation