教導是一個日益受到重視的管理技巧與制度，身為企業策略夥伴的人力資源工作者，更應在組織發展所需的階段，積極評估或協助組織建立有效的教導機制，促進知識管理效果，進而提升組織核心能力。本研究採質性研究中的多重個案分析法，從教導制度的使用者觀點切入，針對國內目前已實施教導制度之四家標竿企業，進行個案公司訪談，企圖釐清與驗證教導制度的現行作法，有效探討影響台灣企業成功實施教導制度的因素。 依據訪談內容整理與分析，本研究發現企業內各制度的實施，主要起源於企業本身的需求，發展出符合其企業特性與期望結果的教導制度，並交由人資專業人員、教導者與被教導者等三種角色執行此制度，進而需觀察與判斷其成效是否符合企業需求，若不符合者，則重新依其企業需求，檢視制度設計的適用性與人員執行的品質，依此循環系統概念運作。 Coaching has received greater attention from Taiwanese organizations in recent years. As the strategic partners, human resource specialists should actively support the organizations to build effective coaching system in their development stage, which will improve the effectiveness of knowledge management and enhance their core competencies. This study adopts a qualitative research method that involves multiple cases. From the users’ viewpoints, the researcher interviews four leading Taiwanese companies that currently implemented coaching system, attempts to clarify the current practices of coaching system, and discusses the successful factors of enterprises’ coaching system. According to the findings from interviews, the researcher concluded that coaching system in those organizations is triggered by their business needs, and then is designed to fit their organization characteristics and the expected outcomes. The system will be executed by human resource specialist, coach, and coachee. If the result doesn’t meet business needs, then the coaching system will be checked reiteratively according to the business needs, applications of system design, and qualities of people execution.
