| Summary: | 碩士 === 輔仁大學 === 科技管理學程碩士在職專班 === 98 === Under the framework of the mentoring system, the researcher tries to explore the training culture for project managers in the electronic manufacturing industry, based on the current situation and history of the mentoring system. In terms of work performance, the researcher aims to understand the system’s influence on task performance, promotion, and performance review. In the aspect of career development, the researcher also endeavors to identify the influence of the mentoring system on professional competencies, potential, and social emotional supports. Through these studies, the researcher attempts to determine the key success factors of the mentoring system for project managers.
The methodology this research adopts is based on the qualitative case study method. Information is collected through in-depth interviews with department heads, masters, and disciples. A total of ten employees from three companies have been selected for the interview. They are selected, through a convenience
sampling approach, from the electronic manufacturing industry, including brands, consumer electronic products, and system suppliers.
According to the cases study, the mentoring relationship can be categorized into three types, i.e., mentoring of newly-recruited junior employees, mentoring of newly-recruited senior employees, and mentoring upon request. The study shows that, except for one case, all masters and disciples have maintained good interactions in both work and personal life. Systematic teaching programs and regular performance tests are not the sole ways used by business owners to ensure the smooth operations of the mentoring system.
In terms of the work performance of project managers, the mentoring system has great influence on their task performance in various aspects, such as the development of problem-solving abilities, professional abilities, and interpersonal skills, as well as the establishment of broader perspectives of the work and the organization. The system also affects the promotion of project managers, taking into account the managerial/professional skills and the business succession plan.
In terms of career development, the mentoring system provides analysis on work competencies and potential of the project managers. The former includes analysis on the diversification of competencies, job assignment, performance evaluation, benefit systems and promotion. The latter includes analysis on the aggressiveness, potential, and competitiveness.
In summary, the key success factors for mentoring system of the case studied include the commitments to establishing values and learning models to accumulate the tacit knowledge of employees; the construction of knowledge-transmitting platforms and work supports; mutual social-emotional support between masters and disciples; as well as the efforts to satisfy the
respective needs of the department managers, masters and disciples.
Finally, the researcher has come to the conclusion based on the findings of the study. It is hoped that these conclusions would be helpful to both future researchers and business owners who are interested in implementing mentoring systems for their companies. The researcher has also provided management suggestions for implementing mentoring systems in the electronic manufacturing industry. At the last part of this study, the researcher further shares his experience and feelings in the research process, highlights the possible restrictions, and provides recommendations for future researchers.
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