基於AMO理論探討師徒制對新人工作投入的影響—以感知知識分享意願為中介變項

Abstract

在現代企業中，師徒制度常被視為協助新進員工快速適應職場並提升專業技能的訓練機制。除了知識與技能的傳授之外，師徒制對於新人心理投入及其感知知識分享意願的影響，至今仍缺乏整合性的框架做全面探討。Ability-Motivation-Opportunity Theory（AMO理論）則提供一個綜合觀點的框架，幫助我們瞭解師徒制能否有助於同步強化新進員工的信心、動機與投入程度。本研究以AMO理論為基礎，提出能力、動機、機會三構面皆會正向影響新人工作投入與感知師傅知識分享意願，並驗證徒弟感知知識分享意願於兩者間的中介效果。本研究以某大型企業內不同職務類別（業務單位、後勤單位、工程技術單位）的正式員工為施測對象，這些員工皆具備一定工作經驗，且於入職未滿一年內曾參與師徒制計畫。透過問卷調查方式，蒐集其對師徒制實施成效、感知知識分享意願及工作投入等現況的回應，共回收有效問卷245份。資料分析方法包括描述性統計、信度與效度分析、偏最小平方法結構方程模型（PLS-SEM）、重要性績效矩陣分析（IPMA）與多群組分析（MGA）。選擇同一企業內部、不同職務類別的新進員工為樣本，不僅能有效排除不同企業文化或產業差異的干擾，也能有助於聚焦分析師徒制於新進員工早期職涯發展的具體影響。研究結果顯示，師徒制度中的能力支持與機會支持對新進員工的感知知識分享意願與工作投入皆有顯著正向影響；動機支持對感知知識分享意願則未呈現顯著影響。感知知識分享意願整體中介效果未達顯著，但在能力支持與機會支持對工作投入之間呈現顯著中介效果。研究結果希冀能對於企業在設計師徒制度時，聚焦於AMO理論的關鍵因素進行優化，進而有效提升新進員工的工作投入。Based on the AMO (Ability, Motivation, Opportunity) theory, this study aims to explore how mentoring influences job involvement among newly hired employees, with mentees' perceived mentor knowledge-sharing willingness serving as a mediating variable. Mentorship is widely recognized as a key organizational strategy to enhance the skills, motivation, and engagement of new employees. In today’s competitive business environment, fostering effective knowledge sharing is considered crucial for organizational innovation and sustainable competitive advantage. Guided by the AMO framework, this study proposes that mentors’ ability, motivation and opportunity support significantly influence new employees’ job involvement, both directly and indirectly through perceived mentor knowledge-sharing willingness. A structured questionnaire was administered to new employees within their first year of employment at a large enterprise, encompassing diverse job categories such as sales, administration, and engineering. A total of 245 valid responses were collected and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM), Importance-Performance Matrix Analysis and Multi-group Analysis.The primary findings are as follows: First, mentoring positively and significantly enhances new employees’ job involvement, suggesting that when mentees perceive strong support and guidance from their mentors, they exhibit higher levels of engagement. Second, each dimension of the AMO theory individually demonstrated a significant positive effect on job involvement, with ability support showing the strongest influence, followed by opportunity and motivation supports. Third, mentees’ perceptions of their mentors’ knowledge-sharing willingness were significantly enhanced by the mentors’ ability and opportunity support, though motivation support did not significantly impact this perception.The research findings hope to optimize the key factors of the AMO theory for organizations can leverage these insights to design more effective mentoring system, thereby effectively enhancing the work engagement of new employees.