師徒關係對組織社會化的影響

NCU Institutional Repository > 管理學院 > 人力資源管理研究所 > 博碩士論文 > Item 987654321/10834

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题名:	師徒關係對組織社會化的影響
作者:	劉怡蘭;Yi-Lan Liu
贡献者:	人力資源管理研究所
关键词:	師徒功能;師徒關係;組織社會化;organizational socialization;mentoring function;mentorship
日期:	2006-06-22
上传时间:	2009-09-22 14:07:55 (UTC+8)
出版者:	國立中央大學圖書館
摘要:	身為人力資源發展(Human Resource Development )的執行者，就是要協助組織培育人才、協助組織成員發揮潛能並且讓他們能夠融入組織，成為內部人(insider)。其中，師徒制(mentoring)就是最重要的發展工具之一，主要是透過資深成員提供經驗、協助給資淺成員，使其能在職涯發展中得以成長。近年來，有不少企業開始推動「mentor」（導師）制度，透過資深人員協助後輩新人，將公司的文化、願景、專業知識傳遞給資淺人員，使其能早日融入組織之中、降低其焦慮的心情以及勝任工作。本研究目的在於以徒弟的觀點，探討師徒關係對師徒功能的影響並以組織社會化作為師徒關係的結果變項。本研究以中央大學管理學院研究所畢業生及在職專班為對象，進行問卷調查，有效問卷共162份，研究結果如下： 1. 相較於正式師徒關係，徒弟在非正式師徒關係類型中，認知獲得較多的整體師徒功能以及職涯功能。 2. 相較於非直屬關係類型，徒弟在直屬關係類型中，認知獲得較多的職涯功能。 3. 不論是正式或是直屬師徒關係哪類型，徒弟均認知獲得較多的組織目標與價值社會化。顯示師徒制度的發展，能夠讓徒弟掌握目標、認同組織的價值觀。 4. 在多元迴歸分析結果中，職涯功能與人的社會化具有顯著的相關；在角色楷模面，角色楷模與政治的社會化有顯著的相關。 As human resource development implementers, they are expected to assist organization to cultivate employees, develop individual potential and make them become insiders. Mentoring is one of the most important developmental tools. It means that senior members provide experiences, assistance for the junior members and make them grow in the career development process. In recent years, many companies launch mentorship. Through the senior members assisting the junior ones, they deliver cultures, values, and knowledge to them and make themselves to adapt organization, decrease anxiety, and perform well in the job. According to protégés’ view, this search is to discuss mentorship on mentoring functions and organizational socialization. The data used in this study were collected from the Management College of National Central University. They are alumni of the graduate students and executive master of business administration (EMBA) students. Surveys were mailed to 500 individuals. A total of valid surveys were 162. The results: 1. Informal protégés were significantly higher than formal protégés on whole mentoring function and career-related function. 2. Supervisor protégés were significantly higher than non-supervisor protégés on career-related function. 3. Formal protégés were significantly higher than informal protégés on organizational goals and values; supervisor protégés were also significantly higher than non-supervisor protégés on organizational goals and values. 4. In the regression analysis, career-related function is significant related to the “people dimension”; while “role model” is significant related to politics.
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