A mentor refers to a person in an organization who provides advice, counseling, and assistance to junior members. While mentoring relationships are a useful organizational socialization method capable of delivering high-quality and abundant information to new employees among the various organizational socialization methods used by organizations, empirical research in this area has been scarce. This study examined whether the mentor functions classified by Kram can be divided into career functions and psychosocial functions among new employees, and whether there are differences in job satisfaction, organizational commitment, and turnover intention between employees who have mentors and those who do not. Additionally, the hypothesis was established that new employees would consider different mentor functions as important depending on their stage of organizational socialization. The results showed that the nine functions provided by mentors were classified into career functions and psychosocial functions consistent with Kram's classification, with the exception of the role model function. Furthermore, employees with mentors exhibited higher levels of job satisfaction and lower levels of turnover intention compared to employees without mentors. Finally, regarding organizational socialization stages, it was found that employees in the encounter stage perceived psychosocial functions as more important than employees in the change stage.