| In the era of knowledge economy, the focus of competition among corporations has diverted from the traditional contest of the machinery, equipment, capital and technique to the contest of the information resources' possession, collocation, production, distribution and usage, namely the competition of the persons with ability. Which firm can in deed appreciate a person's character and ability, let him do his best according to his lights and exert all his potential, which one can catch hold of the good luck in the changing environment and obtain the durative competing competence. As an effective managing instrument to develop the human resource, the great benefits of the mentoring relationship have increasingly caught many western scholars and enterprisers' attention. So in past thirty years, lots of relative researches and practices have carried out. But this topic seems to be ignored by the internal academe and the interrelated quantitative studies are extremely few. On the one hand, the notional extension of mentoring relationship what are measured has been changing, so we don't know whether the mentor role instrumentals which are created many years ago are still appropriate now. On the other hand, because the Chinese knowledge employees have special characteristics, it needs to discuss if the mentoring relationship in China has the same mode as the western country. Furthermore, it is worthwhile to probe into if the Chinese mentoring relationship can boost prentices' job performances and organizational commitments, or debase their turnover intentions.The process of this study was divided into 3 stages: Firstly, it was qualitative research. After having interviews with 16 knowledge employees who had underwent the mentoring relationship, the records had been coded and classified. The result showed that, compared with the overseas theory, the Chinese mentoring relationship didn't have the mentoring function of protection, but added the function of utilizing interpersonal relationship to provide the protege with advantages. Secondly, measurement scale for the mentoring relationship was compiled. Based on the outcomes of anterior investigation, the forecasting questionnaire was formed. After preliminary test, exploratory factor analysis was conducted on 286 recalled valid questionnaires, form which 2 dimensionalities of mentoring relationship were extracted There were some itemsdeleted whose factor loadings were large on many dimensionalities at the same time, and then the formal questionnaire of mentoring relationship with 17 items was decided. In the formal survey, confirmatory factor analysis was conducted on the 271 recalled valid questionnaires, and the result also confirmed the two dimensionalities. Thirdly, relationships among some variables were explored. After executing the formal questionnaire including mentoring relationship questionnaire, organizational commitment questionnaire, job performance questionnaire, and turnover intention questionnaire, the result of the Structure Equation Model's test indicated the career support and the psychological support of the mentoring relationship both had positive effect on prentices' job performances, and the direct effect of career support was larger. The result also showed the psychological support can remarkably boost prentices' organizational commitment, but the function on job performance was divided into direct effect and indirect effect, namely the organizational commitment had the mediation effect to the relationship between psychological support and job performance. Besides, the career support had feeble direct effect on prentices' turnover intention, and the psychological support worked on prentices' turnover intention totally via the organizational commitment. Finally, the impact of some demographic variables and organizational variables on each dimensionality was discussed. |
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