影響企業實施教導(Coaching)制度的成功因素

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羅豊翔(Li-hsiang Lo) 查詢紙本館藏

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人力資源管理研究所在職專班

論文名稱

影響企業實施教導(Coaching)制度的成功因素
(The Successful Factors Of Enterprises’ Coaching System.)

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摘要(中)

教導是一個日益受到重視的管理技巧與制度，每每提到領導力一定會有教導的一席之地。究竟企業導入教導的目的為何，期望解決何種問題，又會衍生出那些須注意的問題？要如何導入？要有那些制度的配合？應實施那些訓練？這些都困擾著有興趣導入又有些擔心的企業。
如何協助組織建立有效教導機制，協助員工進行教導工作以傳達新知識、技術，或傳承個人經驗、分享部門專業知識，進而達到知識管理之效果，教導已成為組織不可或缺的一門科學管理活動。因此本研究期望藉由探討不同文化、制度之企業在教導方面的異同點，進一步回饋台灣企業，如何成功運用教導方式、導入過程中注意那些要點方能提高成功的機率、掌握教導機制的成效，進而提升組織營運績效。
本研究採用質化研究領域的多重個案研究法，透過訪談的方式對研究主題進行深度且有系統的探討。並進行逐字稿的整理分析，以形成初步的整體概念。
研究結果發現，導入時能與公司策略密切結合，將各項制度與公司策略、未來人才發展計劃及各種可用資源整合，將使績效考核制度更完整；且應建立被教導者的回饋機制，以確保教導品質。在訓練上，應著重在學習教導技巧、步驟、流程、一般問題處理等。導入後固定每年再訓練一次，著重主要問題處理。除此之外，教練的特質非常重要，能否正向思考及獲得被教導者的信任更是首要考量。

摘要(英)

Coaching had been attracting more and more attentions as a managerial skill and mechanism, when we talk about leadership, there’s always a place for Coaching. What’s the purpose for en-terprises to implement Coach? What issues aimed to be resolved? What should be noticed during the implementation process? What applications should be adopted? What kind of trainings should be conducted? All of these are issues confused and worried the enterprises plan to engage Coaching.
How to assist organization to effectively develop Coaching me-chanism, help supervisors or senior staffs to share new know-ledge, technology, personal experiences, departmental expertise to facilitate knowledge management in organizations makes Coaching become an important activity in management science. This study expects to explore the similarities and differences of Coach between enterprises with different culture and manage-ment systems. Moreover provided valuable recommendation for those Taiwan companies plan to implement Coach of how to effec-tively leverage Coach to improve managerial and operational ef-ficiency, key points should be noticed during implementation process and how to manage Coaching effectiveness.
This study used multiple case studies of qualitative research, with the way through interviews to systematically initial the theme. Then, analyze the verbatim text to compose the overall concept.
The result discovered if Coaching can be aligned with corporate strategies, integrated with various management systems, future talent development plans and all other appropriate resources, the performance appraisal system will be well-constructed. The feedback systems are also required to ensure the quality of Coaching. In training, we should focus on coaching skills, steps, processes, general issues handling .. etc. In the future, conduct periodical/annual re-training, focusing on dealing with main issues is also necessary to the success of Coach. The characteristics of the coach are very important, with positive thinking and trust-worthy is the primary consideration.

關鍵字(中)

★ 師徒制
★ 高階教導
★ 教導

關鍵字(英)

★ Executive coaching
★ Mentoring
★ Coaching

論文目次

目錄
論文摘要 II
英文摘要. III
目錄 IV
表目錄 V
圖目錄 VI
一、緒論 1
1-1 研究動機 1
1-2 研究目的 3
1-3 研究範圍與限制 3
1-4 重要名詞解釋 4
二、文獻探討 5
2-1 教導的理論 5
2-2 高階教導(EXECUTIVE COACHING) 32
三、研究設計與實施 37
3-1 研究方法與步驟 37
3-2 研究之可信賴性 39
3-3 研究對象 40
3-4 資料蒐集工具 43
3-5 資料分析 44
四、研究發現 48
4-1 受訪企業實施教導之現況 48
4-2 影響教導的成功因素 54
五、結論與討論 79
5-1 結論 79
5-2 討論 83
5-3 研究者的省思 85
參考文獻 88
附錄一、訪談邀請函 95
附錄二、訪談大綱 96
附錄三、訪談逐字編碼表 99

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指導教授

林文政(Wen-Jeng Lin)

審核日期

2008-6-27

推文