The purpose of this study is to empirically examine the effects of mentoring functions on organizational efficiency and employees' outcomes based on the types of mentoring relationships and the types of employees' job functions. The major empirical results are as follows:
1) The employees who had a mentor showed higher organizational commitment than the employees who did not have a mentor. The mentoring function also affected on organizational commitment among several variables of organizational efficiency and employees' outcomes.
2) The employee who had both of informal and formal mentors received more mentoring function than the employee who had only informal or formal mentor. The employee who had both of informal and formal mentors reported lower turnover intention.
3) The line employees reported that the mentoring function had effects on their organizational commitment, turnover intention, career outcomes and job satisfaction. However, in contrary to the line employees, the staff employees reported that the mentoring function only had effects on their organizational commitment.