中国企业实施导师制的挑战与对策研究——基于IBM最佳实践的启示  

A Study of the Challenges and Countermeasures in Implementation of Mentoring Program for Chinese Enterprises:Insights from IBM's Optimum Practices

作　　者：王振源[1] 王燕榕[1] 赵琛徽[2] 

机构地区：[1]上海大学管理学院,上海200444 [2]中南财经政法大学工商管理学院,湖北武汉430073

出　　处：《当代财经》2011年第8期73-82,共10页Contemporary Finance and Economics

基　　金：国家社会科学基金项目(07CJY020);上海市教育委员会科研创新项目(11YS26)

摘　　要：导师制作为有利于员工和组织进步与发展的人力资源管理实践,已被西方大企业广泛应用。经分析发现目前中国企业实施导师制面临诸多挑战,而IBM的全球导师计划则实施效果卓著。因此,通过对IBM进行案例分析,借鉴其丰富多元的导师形态、结合职业生涯安排导师等特点,并结合中国企业现状,在提高对导师制的认识和承诺、根据行业和推行的目的规划导师制、完善导师制的执行计划、健全配套措施及文化软环境等方面提出对策与建议。Mentoring program, as a HRM practice to the benefit of progress and development of employees and organizations, is widely applied in many large western enterprises. Through analysis, this paper reveals that at present China＇s enterprises are faced with lots of challenges when implementing the mentoring program, while IBM＇s global mentoring program enjoys excellent results. Therefore, through analyzing the case of IBM and borrowing ideas from its rich and polybasic mentoring forms and features of arranging mentors according to careers, this paper puts forward some countermeasures and suggestions according to the real conditions of China＇s enterprises from several aspects, such as improving the recognition and commitment about the mentoring program, well-designing the mentoring program according to different business and purposes, perfecting the implementing plan of the mentoring program, improving the supporting measures and the culture sott environment.

关 键 词：导师 导师制 全球导师计划 师徒制 

分 类 号：F272.92[经济管理—企业管理]