There are three parts of this chapter, including conclusion, suggestion and limitations. The conclusion includes a brief summary of this research and main findings. Suggestions for mentoring implementation in organizations, individuals working at manufacturing firms, and future research are presented. Limitation of this research is also discussed. Eventually, suggestion on future research are given as well.
Conclusions
This study aims at exploring mentoring implementation on employees’ personal learning whch could be a method for enhencing employees’ ability at workplace. Literatures regarding mentoring, personal learning were reviewed to provide the research base for this study. To gain insightful and rich information, the semi-sturctured interview and participnat observation were applied. All the content were coded and categorized into three main dimensions to answer research questions. Three dimensions were focusing on mentoring implementation in manufacturing firms, which includes mentoring forms, mentoring functions, personal learning.
Furthermore, how protégé enhence personal learning through mentoring is also explored and analyzed.
The main findings showed that manufaturing firms in Changhua Coastal Industril Park were commonly using informal mentoring relationship. In response to the first research question, overall mentoring implementations in case companies were compared and descriped, highlighting certain traits of informal mentoring in mafufacturing firms. It showed that un-sturcuted instruction, no specific time frame, but specific number of people were primary mentoring form applied by manufacturing firms. Concerning mentoring type, co-worker mentoring was most applied in case companies. The second research question is regarding purpose of mentoring in organizations. In this study, participants reported both careeer function
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and psychosocial function. In addtion, career functions are more than psychosocial functions.
Among all mentoring functions, coaching and providing challenge assignment were regarded as the most frequent career functions that protégé received from mentor in manufacutring firms.
The last two research questions is regarding personal learning. As for personal learning, relational job learning and personal skill development were found, which were analyzed with corresponding interacion as well, providing future researchers or organizations for implementating mentoring in workplace. Finally, the results showed interaction between mentor and protégé could increase personal learning. The interactions were discussed and classified into a serious steps for helping protégé enhancing personal learnging. Inteactions included interpretation, demonstration, assignment, operaiton, discussion, and observation.
Main finding also reflected past studies reviewed previously, supporting the literatures and exploring current mentroing accordingly, which were regarded as contribution and reference of this study.
Suggestions
In this section of the chapter, implications for mentoring implementation in organizations and implications for individuals working at manufacturing firms are given separately.
Suggestions for Mentoring Implementation in Organizations
With the growing attention to the market of China and Southeast countries, manufacturing firms in Taiwan seeks for changes and keeping own competitive advantages. Unlike past economic climate, mass produciton and low cost are not main competitve stretegies anymore.
Nowadays, manufaturing firms in Taiwan focus on quality of product and professional skill that other competor couldn’t imitate or copy easily to attract customers. Therefore, employees are key captital in manufacturing fims. It’s necessary to keep imrpoving quality of product and strengthen professional skill with critical human resource in the organization. As a result,
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knowing how to make good use of limted human resource is important to organizational development in long term. Mentoring implementation could be one of stretegies for supporting learning of employees. Mentoring implementation also contribute to the positive and diverse influences on employee, both mentor and protégé. The main findings regarding mentoring implementation could serve as references for manufacturing firms while designing appropriate mentoring implementation for organizations. Manufacturing firms could check their own current stretegies and make the adjustment to the need of employees. Accordingly, manufacuturing firms could apply optimal strategies and build good learning environment for employees. With a view to keeping a good learning environment for each employee, organization should also pay attention to personal learning of employees.
Suggestions for Individuals Working at Manufacturing Firms
Nowadays, due to the globalization,workplace becomes more and more competitive. Not only organizations should seek for growth, but also individuals should find the resource to enhance own ability. In the organization, mentoring could be a effecive and beneficial resource to facilitate and improve personal learning. Keeping learning is inevitable and critical in organization. As a resutl, knowing how to enhance personal learning from mentoring implementation is also important to both mentor and protégé. The main findings regarding mentoring implementation in organization and personal learning could serve as references for individuals who play the role of mentor or protégé. Moreover, the result of findings also benefitted the individuals who work in manufacturing firms. For instance, the findings concerning interaction between mentor and protégé could be the guideline for individuals.
Accordingly, individuals could check their work enviroment and seek most effective way to enhance personal learning from mentor or protégé.
Suggestions for Future Research
The future researches are recommed to pay more attention to personal learning due to
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growing focused on employee’s ability about learning especially when knowldege based economy is coming. Based on the literautures reviewed, few researches explored how mentoring enhance personal learning at workplace. In addtion, what kind of mentoring could be most applicable and most benefical at workplace.
Limitations
The first limitation of this study was that, the sample used didn’t include all company in Changhua Coastal Industrial Park. Also, case companies were not randomly selected from Changhua Coastal Industrial Park. The mentoring implementation and experiences of mentors and protégés in case companies might not represent the other companies in Changhua Coastal Industrial Park. Therefore, the result of finding may not be generalized.
The second limitation is that, the case companies all are manufacturing firms but belongs to different industrial classification. The result of study might not be applicable for other industrial classificaions of manufactruing firms.
The third limitation is related participants including mentor and protégé who has different position and job content. Their position and job contne might have influence on acception about mentoring implementation in organization. Furthermore, their personality and characterisitcs might be different from people to people, which also might contribute influence on interaction between mentor and protégé.
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APPENDIX A: COVER LETTER
彰濱工業區之師徒制與員工個人學習影響 訪談邀請函
親愛的前輩：您好！
本研究主題為「彰濱工業區之師徒制與員工個人學習影響」。希望透過訪談的方
式，深入探討師徒制的運作對於員工個人學習的影響。獲得的結果可提供未來組織運 作師徒制員工以增進員工個人學習狀況的參考。
本研究需要 您根據過去師徒制經驗與個人學習經驗，提供 您的寶貴意見及建 議。您的姓名不會納入訪談紀錄；所有的訪談資料，也僅作為本研究分析之用。本研 究將善盡資料保密責任，敬請 放心。在此向 您致上最誠摯的邀請，懇請 您能在 百忙之中惠允 撥冗提供協助，並請 多多指導。
敬祝 您
事事順心、如意平安、健康快樂。
國立臺灣師範大學國際人力資源發展研究所 碩士班研究生 謝佩伶 指導教授 賴志樫 敬上
聯絡資訊：謝佩伶 Pei-Ling Hsieh 電子信箱：[email protected]
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APPENDIX B: CONSENT FORM
彰濱工業區之師徒制與員工個人學習影響 訪談同意函
一、本人同意參與研究訪談，將與研究者進行一次，約 30 分鐘的訪談，分享個人在組 織師徒制運作下的個人學習經驗與想法。
二、訪談過程中我同意接受錄音，且知道錄音資料將轉換為逐字稿，以利研究者整理 分析。
三、在研究進行中，研究者將妥善保管錄音內容，並避免外流，在論文完成後，銷毀 檔案，不再做為他用。
四、我個人的身分資料研究者將予以保密；而在過程中的部分對話在經受訪者確認的 情況下允許研究者摘錄部分片段，使研究結果能更真實呈現。
五、我同意與研究者一同檢核分析內容與我個人經驗的符合度，並於研究完成後得到 研究成果做為回饋。
受訪者 _________________
_____/_____/_____
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APPENDIX C: INTERVIEW QUESTIONS FOR SUPERVISORS
您好:
感謝您百忙之中參與本研究，本研究擬透過訪談方式，了解員工在師徒制運用下的 個人學習狀態。本訪談目的是為深入了解師徒制如何促進員工的個人學習狀態，時間約 為三十分鐘。為便於後續之資料分析，希望能在訪談期間全程錄音。此外，研究者將於 訪談結束後，將資料整理成文字檔，請您查核以確認陳述內涵的正確性。受訪者的個人 資料及訪談內容將受到保密，並僅供學術使用。在此，非常感謝您撥冗接受訪談並提供 指導，您的參與將使本研究的結果更具價值。
敬祝 順心
臺灣師範大學國際人力資源發展研究所
碩士班研究生 謝佩伶
指導教授 賴志樫
敬上
謝佩伶 Pei-Ling Hsieh 手機電話：0910534978 電子信箱：[email protected]
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師徒制與員工個人學習研究 訪談大綱(主管用)
基本資料
您在貴公司工作年資___年，至目前為止，您擔任主管___年 您目前的工作職務是______
1. 請問貴公司是如何導入及實施師徒制呢？
2. 請問貴公司是如何決定指派徒弟呢？
3. 員工從師徒制的參與過程，得到那些影響？
4. 透過師徒制實施，員工可以從中學習到那些工作上有關的知識、技能、態度或其他 相關的好處或幫助是，是否能舉例說明？
5. 透過師徒制實施，員工是如何從中學習到那些工作上有關的知識、技能、態度或其 他相關的好處或幫助是，是否能舉例說明？
6. 透過師徒制，員工可以從中能學習到那些個人技巧上有關的溝通、創意、人際網絡 維護或其他相關的好處或幫助，是否能舉例說明？
透過師徒制實施，員工是如何從中學習到個人技巧上有關的溝通、創意、人際網絡維 護或其他相關的好處或幫助，是否能舉例說明？
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APPENDIX D: INTERVIEW QUESTIONS FOR MENTOR
師徒制與員工個人學習研究 訪談大綱(師傅用) 基本資料
您在貴公司工作年資___年，至目前為止，您擔任師傅___年 您目前的工作職務是______，您目前的徒弟工作職務是________
您在貴公司工作年資___年，至目前為止，您擔任師傅___年 您目前的工作職務是______，您目前的徒弟工作職務是________