對跨國企業而言，建立完整的人才職涯管理系統與師徒制是必要的。然 而，組織職涯管理、個人職涯管理與職涯晉升之間的關係仍不清楚。本研究 根據社會認知職涯理論及師徒制理論，探討此變項間的關係，及師徒制的影 響。抽樣調查樣本為 225 位跨國企業之中階經理人於中國。研究結果顯示， 組織職涯管理與個人職涯管理均正向影響職涯晉升。進一步地，師徒制會中 介影響組織職涯管理與職涯晉升間的關係。完整的組織職涯管理制度之建 立，有助於師徒制的實施，最終可提升員工的職涯晉升。師徒制同時也會調 節個人職涯管理與職涯晉升間的關係。當個人接收到師徒制的支持時，會知 覺到更多的職涯晉升機會與努力意願。最後，本研究提出管理意涵與未來研 究建議。

It is necessary on building talents’ comprehensive career management and mentoring system in multinational companies in China. However, the consideration for organizational career management (OCM) and individual career management (ICM) relate to career advancement opportunities of talents is unclear. This study examines the role of mentoring in the relationships among OCM, ICM and career advancement from the social cognitive career theory and mentoring theory. Data were collected from 225 multinational companies’ talents (middle-level managers) and their supervisors (225) in China by questionnaire. Results showed that OCM and ICM are positively related to career advancement, in turn, mentoring plays a mediating role between OCM and career advancement. The pre-positive establishment of OCM programs plays critical roles in encouraging mentoring, and finally enhances the employees’ career advancement. Mentoring also plays a moderating role between ICM and career advancement. Individuals who receive mentoring support will perceive more opportunities for career advancement. Finally, this study discusses managerial implications and highlights future research suggestions.

Under the drastic changes of economic environment, companies must continuously execute organizational change and business process reengineering. Talents have to face “boundryless and protean career”, and they also need to be responsible for planning individual career development. Scholars have argued that effective organizational career management (OCM) is critical and essential for talents’ successful career development. Furthermore, talents’ positive, proactive and high-involved individual career management (ICM) will have direct relationship with career advancement. Therefore, it is valuable for enterprises to consider and design talents’ OCM systems and ICM planning simultaneously. In recent years, Taiwanese business firms actively invest in China and it has provided cross-strait talents flow and career promoted opportunities. This phenomenon also represents the importance of cross-strait talent’s career management framework in China. However, the relationship among OCM, ICM and career advancement in China still lacks of empirical study. Moreover, it is confirmed that mentoring is increasingly important on global talent’s career advancement. Based on social cognitive career theory and mentoring theory, this study adopted a paired questionnaire design for its samples. We found that mentoring plays different roles in the relationship among OCM, ICM and career advancement. First, the establishment of OCM will have positive effects on career advancement. The process of talent assessment can assist the company in understanding talents’ potential, and can provide suitable human capital deployment. In addition, OCM also convey the company’s value of emphasis on talents, and the company’s willing to assist the talents in planning their career development path. From further validation, mentoring mediates the relationship between OCM and career advancement. The building of complete career management system will contribute to the implementation of mentoring, and ultimately enhance talents’ career advancement. It means that in the level of organizational planning, the establishment of mentoring is important for talent management and promotion. Second, this study also confirmed that ICM will positively affect the talents’ career advancement, and mentoring will moderate the relationship between ICM and career advancement. This result shows that when individuals are influenced by mentoring (such as coaching system, sponsor and assigning challenging work), they will have more career advancement opportunities. Therefore, companies should execute mentoring for new or potential employees. This practice not only can assist new employees in familiar with organizational culture and working expertise, but also can provide more opportunities for employees to expand social network and to increase the visibility and advancement. This study is expected to provide practical value for enterprises to design internal management process and mechanism.