葉俶禎Yeh, Chu-Chen Rosa陳姿穎Chen, Tzu-Ying2019-08-282019-02-252019-08-282019http://etds.lib.ntnu.edu.tw/cgi-bin/gs32/gsweb.cgi?o=dstdcdr&s=id=%22G060586012I%22.&%22.id.&http://rportal.lib.ntnu.edu.tw:80/handle/20.500.12235/84860NoneSelf-efficacy could influence personal behavior and performance. However, low self-efficacy is one of the problems of early-career employees. By investigating the effect of mentoring functions on the relationship between self-efficacy and individual’s performance, this research hopes to provide directions on mentoring in organizations for early-career employees. The target sample was 395 early-career employees who had a mentor in the workplace in the past 6 months. Applying a quantitative approach with the convenience sampling method, data was collected via a questionnaire distributed through the online channel such as google survey and social media. The result shows mentoring has more a direct effect than moderating effect on performance. The only moderating effect found is that of role modeling function, which has a negative moderating effect on the relationship between self-efficacy and in-role performance. It appears that mentor’s role modeling function helps employees with lower self-efficacy to improve their in-role performance, but does not help those with higher self-efficacy. The findings from this study have significant theoretical and practical implications for employees, mangers, HR practitioners and employers.Self-efficacymentoring functionin-role performanceextra role performanceearly-career employeeSelf-efficacymentoring functionin-role performanceextra role performanceearly-career employee