| Summary: | 碩士 === 國立臺灣師範大學 === 工業科技教育學系在職進修碩士班 === 97 === The purpose of this research is to study (1) the characteristics, practices, and working mechanisms of the peer mentoring system, currently adopted by electronic companies, and (2) reasons and backgrounds that an electronic company chooses to adopt a peer mentoring system. The study subjects include only staff from the research and development department at electronic companies. This research adopted the case study
approach. Interviews were the main means of data collection and specifically, 13 employees were interviewed: five mentors, five protégés, and three HR managers.
After data cleaning and analyses, this study provides the following five insights:
1. the protégé and mentor are hierarchically equal in a peer mentoring system that is viewed as a form of onthejob
training.
2. for all companies under study, a peer mentoring system is adopted either officially or unofficially. Mentors utilized systemically designed teaching techniques and were
strategically chosen to lead their designated protégés. Also, the performance review mechanism and motivation were also tightened to the peer mentoring system to evaluate its effectiveness.
3. the considerations that electronic companies choose to adopt a peer mentoring system include environmental influences, organizational developments, and employee personal factors.
4. challenges that electronic companies faced when they adopt a peer mentoring system include: a) equality for resource allocations; b) extra workloads and responsibilities that mentors have to take on; and c) potential conflicts and opinion differences between mentors and students in the mentoring process. To effectively conquer these challenges, organizations need to incorporate the following mechanisms: a conflict resolution mechanism, personality match evaluation process, manager supports,
performance review and motivational systems, and training programs for effective mentoring skills.
5. an organization can benefit from a peer mentoring system by increasing organizational performances and passing on skill sets to new employees. Mentors and protégés can both grow by participating in the mentoring process. Mentors can feel a sense of achievements, and protégés are encouraged at the new jobs with increased job satisfaction and can acquire psychological supports from their mentors. Thus, the
morale of pursuing organizational growth can be cultivated this way. The negative impacts of a peer mentoring system include a) the adopting organization can be disunited with a peer mentoring system and both mentors and protégés may just leave for other companies together; b) mentors may be stressed out from all these extra workloads of mentoring; and c) protégés may become overly relied on their mentors
for decision making and thus become indecisive.
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