師徒功能認知對工作績效之影響-以組織承諾為中介變項The; relationship between Mentoring Functions and Job Performance - Organizational Commitment as a mediator.

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Title:	師徒功能認知對工作績效之影響-以組織承諾為中介變項The;relationship between Mentoring Functions and Job Performance - Organizational Commitment as a mediator.
Authors:	吳稚文;Chih-wen Wu
Contributors:	人力資源管理研究所
Keywords:	工作績效;組織承諾;師徒功能認知;Job performance;Organizational commitment;Mentoring function
Date:	2010-07-19
Issue Date:	2010-12-08 14:44:17 (UTC+8)
Publisher:	國立中央大學
Abstract:	目前許多企業內皆施行師徒制度，根據學者Scandura的統計，財星五百大企業之中，71％的企業設有師徒制(EMBA雜誌編輯部，2009)，表示現在大部分的企業領導人能夠認同師徒制度會帶給組織正面的功效，這些功效像是提升員工的組織承諾(Blake,2001; Donaldson, Ensher & Grant-Vallone, 2000; 林佳暖，2005；楊登伍，2004)以及工作績效(Akarak & Ussahawanitchakit, 2008; Conway, 1995; 李藹慈、洪瑜珮，2009；陳玉樹、謝宜栴，2008)。　　本研究針對高科技產業內的師徒制度進行調查，希冀能夠了解高科技產業內的師徒制度和員工組織承諾、工作績效之間的關係。本篇論文針對高科技產業企業內員工進行調查，共發放問卷480份，回收306份，有效問卷為299份，有效回收率為62.3%。運用統計套裝軟體SPSS (Statistical Package for the Social Science) 進行研究資料分析後，主要發現如下： 1.師徒功能認知對組織承諾有正向的影響，且為顯著正向之關係，表示徒弟的師徒功能認知越高，組織承諾越高。 2.師徒功能認知對工作績效有正向的影響，呈現顯著正向之關係，表示徒弟的師徒功能認知越高，工作績效越好。 3.組織承諾對工作績效有正向影響，表示徒弟的組織承諾越高，工作績效越好。 4.組織承諾做為師徒功能認知和工作績效的中介變項，呈現部分中介之效果。　　本研究給管理者之管理意涵，建議企業內應確實施行師徒制度，且應培養與加強員工之組織承諾。建議後續研究可擴大產業範圍進行調查，針對導師和徒弟進行配對問卷，並且更加深入的探討三個變項之間的關係，以獲得更全面性的、更符合實務狀況的研究結果。　　There are many companies implement mentoring these days, it shows that more and more leaders of companies agree that mentoring is beneficial for company, such as an increased organizational commitment and job performance of employees. The purpose of this study was to explore the relationship of mentoring, organizational commitment and job performance in high-tech industry. In addition, we also examined the intermediate effect of organizational commitment on the relation of mentoring functions and job performance. 　　This study collected empirical data from employees of high-tech industry. A total of 299 completed questionnaires were returned. Results of statistical analyses provided four important conclusions as follows： 1. The mentoring function is positively related to organizational commitment. The more mentoring functions that protégé perceived, the higher degree of organizational commitment he/she acquired. 2. The mentoring function is positively related to job performance. The more mentoring function that protégé perceived, the higher degree of job performance he/she achieved. 3. The organizational commitment is positively related to job performance. The more organizational commitment that protégé perceived, the higher degree of job performance he/she achieved. 4. Organizational commitment as an intervening variable, partially mediates the relationship between perceived mentoring functions and protégé’s job performance. 　　The study provided some suggestions and recommendations. Business should establish mentorship in the organization to provide mentoring function, and then help their employee to have more organizational commitment and more job performance. Also, researchers may investigate more industries and conduct a matching questionnaire from mentor and protégé in the future.
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