| 摘要: | 面對全球性年輕人數目驟減，老年人口急速增加之老年化社會來臨，及職場勞動人口結構性質、量變化趨勢，企業如何以嶄新思考點掌握發展契機脈絡，建置有效機制計畫性進行培植關鍵人力，做好新血接棒已成為關鍵性課題。 本研究個案公司--台電公司，面對企業結構性人力老化、管理接班人力與技術經驗傳承面臨斷層之隱憂，以積極導入師徒制度，運用最古典的方法，做最創新的事，傳遞公司願景、價值觀以確保組織核心知識、技術、文化傳承。其推動效益如何? 制度適用者之滿意度及對現行措施所持看法與意見為何?是為本研究目的所在。經以個案公司2006~2010年新進人員及其導師與實習期間之直接主管為對象，透過問卷調查進行實證研究，並以導生-導師-主管配對方式整理資料後，總計861份有效問卷，經受測者個人屬性變項與導師制度效益、滿意度各構面之差異分析及關聯性分析後，歸納出以下研究發現： 1、個案公司導師制度目標明確，執行效益良好：95.5%以上新進人員均有指派專人擔任導師；「導師」列個案公司積極傳承工作經驗角色前三名之一。 2、實施導師制度各構面功能之滿意度甚高：經分析結果三類制度適用人員對導師制度功能之滿意度平均數值均達到4分以上；該制度對個案公司新進人力已在第一個關鍵時間扮演了基礎入門啟發重要角色。 3、現行制度意見分析：在個案公司導師制度執行過程中，導生認為在單位幫助自己最大者依序為：同部門同事、基層主管、導師。而導師及主管人員則為同部門同事、基、中階主管。在所遭遇困難及問題方面，依結果分析：「工作場所及環境」為三者認為在輔導實習過程中首要之困難及問題。 最後，本研究並根據結論提出改善建議，以供個案公司參考。 Drastically reduce the number of young people to face the global elderly population increases rapidly approaching the aging society, labor force structure and nature of the workplace, volume trends, new thinking into how to master the point of opportunity for development context, to carry out a plan to build an effective mechanism cultivate critical manpower, good new blood taking over has become a critical issue. The enterprise which this study researches - Taiwan Power Company, facing the corporate structural human aging, management succession and technical experience power with a dislocation of the hidden heritage in a positive mentoring system to import and use the most classical way, the most innovative thing to do, to pass company vision, core values to ensure that the organization of knowledge, technology, cultural heritage. How to promote the benefits of the system? How the people who are applied the system feel and what are their opinion? These are the purposes of the study. By the case company from 2006 to 2010 new staff and their mentors and internships during the immediate supervisor of the object, through a questionnaire survey of empirical research, and to mentee - teacher - director of pairing the entire management information, the total of 861 valid questionnaires, undergo variables measuring personal attributes and degree of mentoring effectiveness, satisfaction, the dimensions of the differences of analysis and associated analysis, summarized in the following findings: 1, The case's degree targeted mentoring, executive benefits are good: 95.5% of new staff members are assigned to someone as a mentor; "mentor" the case is actively listed heritage experience one of the top three roles. 2, The implementation of the mentoring system function of the dimensions of the high degree of satisfaction: The results of the analysis mentee, mentor and direct supervisor, three types of system functions applicable to the staff of teacher satisfaction with the system reached an average value of 4 points; the system on the company's New human case of work instructions, technical training and other heritage features, a critical time in the first fundamentals of inspired play an important role. 3, The current regime analysis of the views: in the case during the execution of the system's mentor, mentee that the greatest help themselves in the unit were: with departmental staff, primary supervisor, mentor. The instructors and managers, compared with departmental staff, base, middle-level managers. The difficulties and problems encountered, according to the results of analysis: "in the workplace and the environment" for the three considered most important in the process of counseling practice the difficulties and problems. At last, the conclusions of this study makes recommendations for improvement based on, for the case's enterprise. |
