| 摘要: | 在人口結構轉變與少子化現象的雙重影響下，企業面臨人力資源招募與留任的困難，尤其是具備高度競爭性且產品快速更迭的3C零售產業，新進人員的快速適應與績效穩定，已成為企業經營成功的重要因素。然而，過往學術研究多集中於製造業或一般服務業，針對3C零售業這類知識密集且快速變動的產業，其新進員工培育與績效管理之系統性探討仍顯不足，特別是師徒關係、教育訓練、團隊合作與工作學習四大重要因素之綜合分析，更為罕見。
有鑑於此，本研究以台灣某具代表性之3C連鎖零售企業新進員工為研究對象，運用問卷調查及實際營運績效（例如月平均毛利）之客觀數據，深入檢視師徒關係與教育訓練在提升新進員工團隊合作能力與工作學習成效方面之具體貢獻，並探討這些因素對於員工績效表現的直接影響與相互之間的交互作用。
研究結果顯示，師徒關係與教育訓練對新進員工的工作學習具有顯著正面效果，其中師徒關係更對團隊合作能力展現出高度促進作用。但當以實際績效指標（月平均毛利）評估時，團隊合作與工作學習對績效的直接影響未達統計顯著水準，凸顯了新進員工績效形成的複雜性。此外，本研究亦發現各主要變項間存在顯著的高度相關性，可能引發多重共線性問題，未來研究可加入其他潛在解釋變數，並採用縱貫式研究方法以獲得更完整的實務意涵。
整體而言，本研究透過深入分析3C零售業人力資源管理的獨特問題與挑戰，不僅有助於彌補過往文獻的不足，更提出適切且可執行的人才培育與管理建議，期許能協助企業在競爭激烈的市場環境下，有效提升新進員工之適應力與績效表現，進而建立長期穩健的競爭優勢。
;With the ongoing trend of declining birth rates, enterprises are facing increasingly severe challenges in recruiting and retaining human resources. Particularly in the highly competitive and rapidly changing 3C retail industry, the quick adaptation and stable performance of new employees significantly influence overall operational efficiency and customer satisfaction. However, existing empirical research primarily focuses on manufacturing or general service industries, with limited studies addressing the specific training environments unique to the 3C retail sector. Moreover, systematic studies integrating mentoring relationships, education and training, teamwork, and workplace learning simultaneously remain scarce.
Therefore, this study aims to systematically investigate the associations among these four critical factors—mentoring relationships, education and training, teamwork, and workplace learning—and their impact on new employee performance. This research examines new employees from a representative 3C retail chain in Taiwan, using quantitative questionnaire surveys combined with objective performance indicators (e.g., monthly average gross profit). The study analyzes how mentoring relationships and education and training foster teamwork and workplace learning, further exploring the roles of teamwork and workplace learning in influencing new employee performance.
The findings indicate that mentoring relationships and education and training significantly and positively influence workplace learning, and mentoring relationships also strongly enhance teamwork. However, when measured by monthly average gross profit, the direct effects of teamwork and workplace learning on performance were not statistically significant, highlighting the complexity of performance formation in the 3C retail context. This study also reveals high intercorrelations leading to potential multicollinearity issues, suggesting that future research should incorporate additional influencing factors and adopt a longitudinal research design to better understand causal relationships and long-term impacts.
In conclusion, this research not only addresses the gap in human resource management studies within the 3C retail sector but also offers practical and strategic recommendations for talent development. The findings aim to assist enterprises in effectively training and stabilizing new employees, thereby achieving sustained competitive advantages in rapidly changing and highly competitive market environments. |
