師生關係對個人、組織均具有正面的影響，已經在多數研究中被證實。過去在企業中師生關係多屬於非正式的關係，但是近年來越來越多國外之企業將職涯導師制納入公司正式的制度之中。而本研究主要想瞭解台灣現行職涯導師制之現況，並探討制度完整之職涯導師制度對於企業人力資源發展之影響，希望能找出一般性之職涯導師制之作法，提供其他企業做為參考。
本研究利用個案研究法，以五家職涯導師制度較為完整且成效較佳之企業為研究對象，透過個案公司之深度訪談稿，並輔以國內、外相關文獻，推倒出一般企業在實行職涯導師制時的參考作法與可能的影響。
本研究發現台灣企業實行職涯導師制之現況為：職涯導師制之目標不僅為培訓新人，更可用來輔助其他制度，達到更重要的策略目標；主管會負起篩選導師之責任，使每位新人都能夠擁有適合的職涯導師；在與組織文化的搭配下，主管雖然介入配對的過程，但並沒有產生懷疑、憎恨與互動減少的負面結果；組織不會介入師生關係的溝通過程，但從篩選與配對中做了過濾，確保導師與導生能夠密切互動，甚至維持長期的友誼關係；導師會以書面記錄或隨時報告的方式，密切監督導生的學習與適應狀況；組織對於導師或師生關係的品質會持續地評估，如有問題發生則可以隨時做調整；在獎酬機制上，是否有金錢做為獎酬，並不會影響導師在師生關係上的付出。
而職涯導師制對人力資源發展之影響包括：職涯導師制度對於導師之職涯發展與心理上的滿足有所助益，但對於晉升並沒有直接的影響；對導生來說，職涯導師制除了有助於職涯發展，並解決問題外，亦可促進溝通網絡的建立與溝通的能力；對組織來說，職涯導師制度對組織的影響在學術上已有相當完整的討論，包括資訊的交流、穩定員工心理狀況、員工能力的提升，進而提升組織競爭力。

Many researches have proved that mentoring relationship has positive effects on individuals and organizations. In past, the mentoring relationship in organization is informal, but more firms take mentoring into formal system. This research want to understand how the formal mentoring system be implemented in Taiwan and it bring about what effects for human resources development in order to find the general methods for other firm to refer to.
In this research, we use a case study approach and employ the in-depth interview technique which includes five firms which implement formal mentoring system as the research samples. Moreover, by using domestic and international references, we can draw out the methods and effects.
This research concludes the following results by interview materials and literary: the goal of formal mentoring system is not only for training new employees but also the assistant system for more important strategic goals; managers take the responsibilities of selecting appropriate mentors for new employees; although managers interfere with the matching process, with the organizational culture, there is no negative mood exert; organizations don’t play a role in the communication process, but filter in the process of selecting and matching to control the interact between mentor and protégé, even develop long-term friendship; mentors will monitor protégés by document records and report anytime; organization will evaluate mentor and mentoring relationship to adjust the problem; otherwise, reward system won’t influence the mentors’ involvement.
The effects of mentoring to human resources development include mentors’ career development and psychological satisfaction but without covering promoting. For protégé, mentoring system is helpful for career development, problems solving and building communication network. At last, for organization, there are plenty of researches for it, including delivering information, making employees’ psychology stable, proving the employee’s ability and moreover raising the organizational competitive power.

第一章 緒論 1
第一節 研究背景 1
第二節 研究動機 3
第三節 研究目的 4
第四節 研究流程 5
第二章 文獻探討 6
第一節 師生關係相關名詞之緣起與定義 6
第二節 師生關係之階段性發展 9
第三節 師生關係之功能探討 11
第四節 師生關係與人力資源發展 16
第五節 師生關係之種類 21
第六節 建立職涯導師制 29
第三章 研究方法 34
第一節 個案研究法 34
第二節 研究架構 35
第三節 研究過程 36
第四章 個案公司研究分析 39
第一節 A個案公司訪談分析 39
第二節 B個案公司訪談分析 51
第三節 C個案公司訪談分析 63
第四節 D個案公司訪談分析 75
第五節 E個案公司訪談分析 87
第六節 個案綜合分析與整理 101
第五章 結論與建議 114
第一節 研究結論 114
第二節 研究建議 117
第三節 研究限制 119
參考文獻 120
附錄 訪談邀約與問題大綱 126

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