近幾年本土高科技產業回台投資擴產或蓋新廠，以及外商高科技產業加碼投資台灣設計研發基地，大舉徵才甚至砸銀彈搶人的舉動，凸顯了高科技人才供不應求的問題，也使得留任人才成為燃眉之急；高科技公司紛紛導入職場導師制度，希望能夠協助新進知識工作者適應公司文化及融入組織中，促進其組織社會化的歷程。本研究的主要目的，旨在探討在高科技業的新進知識工作者，剛進到一家公司時，如何進行組織社會化?職場導師制度是否有助於新進知識工作者的組織社會化歷程？從工作鑲嵌理論的觀點，是否可以解釋職場導師制度的實施有利於降低高科技產業知識工作者的離職意願？

本研究除了進行文獻的探討之外，為了收集高科技產業內部真實的情況，採取了「深度訪談法」(in-depth interview)的方式，對任職於三家高科技公司的知識工作者進行深度訪談，從工作鑲嵌理論來探討職場導師制度與組織社會化的情況，並經由資料整理與分析，得出以下的發現與結論：

一、職場導師制度如果有完整的制度規劃，並且慎選職場導師人選，採用並落實「伴隨」的社會化策略，可以發揮預定的功效，有助於高科技業新進知識工作者的組織社會化進程。

二、從工作鑲嵌理論來看，職場導師制度的實施，會讓高科技產業的知識工作者跟組織其他成員有更多的連結，同時也享有較多的人脈資源；當新進員工的價值觀與組織文化更多契合、個人的知識技能與崗位需求條件更多吻合時，可以推論新進員工與組織有比較高的適配，得到更多的理解及共鳴，而傾向留在目前的組織中，不會輕易離職。

對於上述的研究發現與結論，謹提供給高科技公司的管理階層及人力資源部門參考，建議可在工作鑲嵌理論的基礎上，設計職場導師制度來引導新進員工完成組織社會化，成為組織的生力軍，為組織做出貢獻。

In recent years, the local high-tech companies has returned to Taiwan to invest in expanding production or building new factories, as well as foreign high-tech companies to increase investment in Taiwan's design and research and development bases.Each high-tech company tried to recruit talents with unprecedented high remuneration, which highlighted the problem of short supply of high-tech talents, and made retaining talents an urgent need. High-tech companies have implemented the mentoring system, hoping to help new knowledge workers adapt to the company culture and integrate into the organization, and promote the process of organizational socialization. The main purpose of this study is to explore how new knowledge workers in the high-tech industry can complete the organizational socialization when they first enter a company? From the perspective of job embeddedness theory, can it be explained that the implementation of the mentoring system is conducive to reducing the willingness of resignation of knowledge workers in high-tech industries?

In addition to the literature research, in order to collect the real situation in the high-tech industry, this study adopts the method of "in-depth interview", and interviewed five knowledge workers working in three high-tech companies , from the viewpoint of job embeddedness theory to discuss the situation of mentoring system and organizational socialization, and through data sorting and analysis, the following findings and conclusions are drawn:

First, if there is a complete system planning, and carefully select the mentor candidate, the implementation of accompanying socialization strategies can play a predetermined role in helping the process of organizational socialization of new knowledge workers in the high-tech industry.

Second, from the perspective of job embeddedness theory, the implementation of the mentoring system will help the knowledge workers in high-tech industry have more links with other members of the organization, whom are their good connections as well. When the value of the newly hired employee is more in line with the organizational culture, and the personal knowledge and skill fits the job requirements, it can be inferred that the he or she will be more compatible with the organization owing to more understanding , and tend to stay in the current organization, rather than to leave easily.

For the above research findings and conclusions, I would like to provide the management and human resources departments of high-tech companies with reference, and suggest that on the basis of the theory of job embeddedness, a mentoring system can be implemented to guide new employees to complete the organizational socialization , become the new force of the organization, and contribute to the organization.

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