本論文主要在探索企業組織師徒制與員工生涯發展之關係，運用個案研究，訪談兩家保險公司之業務單位，如何施行師徒制，及施行師徒制後，對員工生涯發展有何影響。訪談兩家保險公司各四人，其中三人擔任師傅的角色，其餘五人擔任徒弟的角色。
訪談所得資料係根據Kram所提出之兩大師徒制功能-事業生涯事業與心理社會功能，作分析與研究，而得以下之結論：
1.師徒制的方式除了為業務員，晉升時的條件之外，藉由師徒制的方式，使得新進業務人員可以學習主管的成功經驗與工作態度，使得公司之工作文化順利傳承下去，推銷與維持公司的產品與形象，並保持良好的活動習慣。
2. 師徒學習方式主要的有上課、實際操作、陪同等。接觸方式主要運用固定時間開會、聊天，討論、同事協助、聚會、機動聯繫等方式。
3. 徒弟認為和師傅的關係較像是朋友的關係，但有感到競爭的存在。師傅則認為較無競爭之感，師傅認為師徒關係較像教練或是朋友。
4. 在師傅的類型上，師傅所扮演的角色可以歸納為Phillips-Jones所提之「主要的師傅」，因為他們不只關心徒弟們在工作上的專業成長，當徒弟有心理或情緒上的問題時，也可找師傅諮商、討論。
5.師徒制有助於師徒提升技能與專業知識、拓展人際關係，但在薪水、機會與升遷方面，認為這是基於個人的努力而得。

The purposes of this study were to explore the process of mentoring used in the case companies and its influence on to employee's career development.The research methods employed was interview. The cases of the study are two insurance companies inTaiwan. There were four employees interviewed in each company . Three of them took the role as mentor for most of the time, and the others are proteges.
This study arranges these activities based on Kram's idea toward mentoring functions-vocational career and psysical social, and the factors affecting mentoring from mentor and protege's point of view were analyzed.
The conclusions of this study are:
1. Mentoring is one of the promotion force for business employees. And proteges can learn from mentors' successful experience and work attitudes to maintain company's culture.
2. The learning methods used by mentor were classroom teaching, practice, and on site observation. The contact methods are meeting, chatting, discussing, assembling and etc.
3. From protege's view, mentors took the role as friend; and from mentor's view, mentor acted as friends and coaches. And sometimes the proteges had the feeling of competition, but the mentors didn't have the similar one .
4. The mentors in case companies took the role as "major mentor" .
5.Mentoring can improve employees professional knowledge, and broaden his/ her personal network. The increase of salary, opportunity , and promotion is based on one's own contribution.

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