師徒怎麼配？論師徒功能、員工知識分享與創新行為關係中師徒類型之調節角色

The Relationships among Mentoring Functions, Employees' Innovation Behavior, and Knowledge Sharing Considering the Moderating Role of Mentoring Types

10.6147/JHRM.2011.1204.04

李昭蓉(Jau-Rong Li)

師徒配對 ； 師徒功能 ； 知識分享 ； 員工創新行為 ； types of mentoring ； mentoring function ； knowledge sharing ； innovative behavior

人力資源管理學報

12卷4期（2012 / 12 / 01）

81 - 105

繁體中文

師徒制是促進資深師父與資淺徒弟之間的知識與經驗交流的方法，透過師徒制的運作，組織得以提升員工能力與創新，為組織帶來成長與創造新獲利機會，進而促使組織不斷地創新與成長。本研究以徒弟觀點為出發，探討師徒功能與員工創新行為及知識分享之關係。並且探討不同師徒制類型（正式／非正式」、「直屬／同儕」以及「同性／跨性別」三類）是否在提供師徒功能方面有所差異，以及師徒類型是否會調節師徒功能對員工創新與知識分享之影響。本研究以金融服務業徒弟員工為問卷發放對象，根據324份有效樣本所進行的分析結果發現，由直屬主管擔任師父的師徒配對在職涯支持功能與角色楷模功能兩方面、以及徒弟知識分享與創新行為方面，都顯著高於同儕師徒關係之情境。而師徒功能中的職涯支持與角色楷模功能，對員工創新行為有顯著正向影響。在師徒類型的調節效果方面，則發現直屬／同儕師徒類型會調節職涯功能與角色楷模對於知識分享與員工創新行為之影響。在直屬配對師徒運作下，職涯功能與角色楷模功能與員工創新行為之關係，都比同儕師徒來得強。本文並針對研究結果在理論與實務上的意涵進行討論。

Mentoring relationships is an effective means to facilitate the exchanges of knowledge and experience between senior mentors and junior protégés. Through mentoring relationships, employees can develop professional abilities and be innovative, which increases the competitive edge for the company. Using the protégé's perspective, this study examined the relationships among the type of mentoring relationships, mentoring functions protégés received and protégé knowledge sharing and innovative behaviors. Furthermore, we examined the moderating role of the type of mentoring relationships in the relationship between mentoring functions and protégés' knowledge sharing and innovative behaviors. We collected data from employees in the financial industry and obtained a total of 324 valid observations. The findings of this study include: First, compared to peer mentoring, protégés in supervisory mentoring received more career and role modeling mentoring functions. Second, mentoring functions positively related to protégé knowledge sharing and innovation behaviors. The type of mentorship moderated the positive relationships between career functions and role modeling and protégés' innovation behavior such that the positive relationships were stronger in supervisory mentoring. Theoretical and practical implications of our findings are discussed.

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