因應微利時代來臨，壽險業採取多元行銷通路，使得總體壽險業人數逐年遞減，新進人員如何在最短的時間內熟悉組織環境與工作內容，快速增進個人績效，進而提升組織的效能、以降低人員的流動率，是個值得研究的議題。本研究是主要是瞭解壽險業實施師徒制對於縮短組織社會化歷程的的影響；探討不同師徒關係類型在師徒功能的差異性及不同的師徒關係類型對組織社會化程度 與組織承諾的相關性。 研究對象以國際紐約人壽的行銷人員進行抽樣，共得到267份有效問卷。資料結果可獲得下列結論： 1. 女性以「正式的」師徒關係類型居多數；而男性則以「非正式」師徒關係類型居多數；主管應多誘導男性加入師徒制。 2. 徒弟目前職階為高階經理者，其師父亦為高階經理居多數，因此，所謂名師出高徒，值得壽險業大力推展「師徒制」； 3.雖然師徒關係類型與師徒功能無顯著性差異；但在「組織社會化」及「組織承諾」方面，「正式的」師徒關係是優於「非正式的」師徒關係類型； 4.在組織社會化構面中「組織目標與價值」及「溝通能力」,其「正式的」師徒關係優於「非正式的」師徒關係； 5.在組織承諾構面中,對於「努力構面」部份,其「正式的」 師徒關係會優於「非正式的」師徒關係。 6. 師徒功能的「角色楷模功能」及「職涯功能」對組織承諾有高度的影響 。 With the coming of the “Meager Profit Time”, life insurance industry has taken on a multi-channel marketing strategy than the traditional distribution method of direct sales in order to lower the costs of employments and personnel. This change has yield the continuous decrease on companies’ intake of new employees, hence, the study on effects of newcomers’ adaptation abilities, learning abilities, and effectiveness of goal achievement on the organization management efficiency and personnel mobility is a worthy subject of interest. This research focuses on 1) impacts of implementing mentoring system in the insurance industry on condensing the process of organization socialization; 2) investigates the mentoring function differences based on different mentoring relationships and; 3) correlations of organizational socialization and organizational commitment on different mentoring relationships. This research sampled the sales personnel of New York Life insurance Taiwan branch and obtained two hundred and sixty-seven valid questionnaires, and concluded the following conclusions with the data gathered. 1. The majority of females have a “formalized” mentoring relationship; whereas males tend to hold the mentoring relationship “informally”. 2. When the mentor is from a high-rank executive position, there is a high probable that the protégé also becomes a high-rank executive, which fortifies the practice of “mentoring”. 3. Although there was no significant difference observed on mentoring function based on the two different mentoring relationships, but the “organization socialization” and “organization commitment” of the formal mentoring relationship is observed to be better than it of the informal mentoring relationship. 4. The formal mentoring relationship shows an enhanced “organizational purpose and values”, as well as stronger “communication” than the informal mentoring relationship on the “organizational socialization” aspects. 5. The formalized mentoring relationship demonstrates greater “striving power” with the “organizational commitment” than it of the informal mentoring relationship. 6. The “role modelings function” and “career-related function” of mentoring substantially impact on the “organizational commitment”.