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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/48648

    Title: 部屬認知之管理教練技能對部屬個人工作投入的影響—以工作滿足為中介變項;The subordinaters perceived managerial coaching effect job involvemen-job satisfactions is mediation effect between managerial coaching and job involvement.
    Authors: 陳怡君;Chen-yi Chun
    Contributors: 人力資源管理研究所碩士在職專班
    Keywords: 工作投入;工作滿意;管理教練技能;Job involvement.;Job satisfaction;Managerial coaching
    Date: 2011-07-08
    Issue Date: 2012-01-05 15:02:59 (UTC+8)
    Abstract: 教練(Coaching)是目前熱門的管理概念之一,國內企業在近幾年也愈來愈重視發展管理者的教練指導技能(劉永基,民98)。對於發展管理教練技能對企業的效益,目前則是以歐美地區的相關研究較多(i.g., Mclean et al., 2005; Park, 2007)。根據陳朝益(民99)的研究已知透過教練式的指導方法,可以激勵被教練者的自我認知,並激發其熱情和強化其意志力;同時藉由雙向溝通,幫助被教練者找到自我,或發現盲點。亦可幫助被教練者可以找到解決問題的方法,達到預定的目標,並使組織可以更積極面對外部不確定的市場環境變遷。 本研究針對在台灣的企業員工進行研究調查,透過線上問卷及紙本問卷的發放,總共回收有效問卷共769份。運用統計軟體SPSS 17.0 (Statistical Package for the Social Science)進行研究資料分析。本研究主要發現: 一、 部屬所認知到的管理教練技能程度愈高時,部屬的內在滿意、外在滿意及整體的工作滿意程度也都會隨著提升。 二、 部屬所認知到的管理教練技能程度愈高時,部屬的工作意願及整體的工作投入程度也會愈高。 三、 部屬認知到愈高程度的工作滿意時,其個人的工作承諾、工作意願及整體工作投入程度也會提高。 四、 部屬的工作滿意在部屬所認知到的管理教練技能與部屬的工作投入程度之間,具有完全中介的效果。 五、 不同的年齡、企業員工人數的多寡,以及不同公司產業類別對於管理教練技能認知有顯著差異影響。企業員工人數多寡對工作滿意認知程度有顯著差異影響。不同的年齡及是否擔任管理職則對工作投入認知有顯著差異影響。 本研究之管理意涵提出組織應重視主管是否具備教練型主管之特徵及技能。後續之研究建議研究者在收集研究樣本資料時,可同時比對主管本身的意見,故建議採用配對之方式進行;另針對可能影響管理教練技能與工作滿意及工作投入關係的因素,如:工作特性、監督行為、工作壓力等影響工作投入之前因變項再進行更深入的研究。 At present, coaching is one of the popular managerial concepts in the organizations. In recent years, enterprises in Taiwan are paying more and more attentions to develop coaching skill of managers (Liu, 2009). Most of the related research on developing managerial coaching to organizational competitive advantage are in Europe and the United States (ig., Mclean et al., 2005; Park, 2007). According to Chau-Yi, Chen’s research (2010), by the coaching skill, the coachees can be motivated by their self-awareness, enthusiasm, and strengthened their self-control; meanwhile, by the horizontal communication in both ways, thecoachees can know themselves well or discover shortcomings of themselves. Moreover, the coachees also can be taught to have problem-solving skill to achieve the ultimate goals. In addition, the organizations can be more proactive to deal with the uncertain and variable marketing environment. This research is focused on Taiwanese employees. It has collected valid 769 respondents via internet and paper questionnaires. By using SPSS 17.0 (Statistical Package for the Social Science) to do the quantitative analysis, this study has discovered: 1. When the subordinaters perceived higher level Managerial coaching, their intrinsic, extrinsic and job satisfaction will increase as well. 2. When the subordinaters perceived higher level Managerial coaching, they have higher willingness to involve in work. 3. When the subordinaters perceived higher job satisfaction, their job commitment, job willingness and job involvement will increase as well 4. Followers’ job satisfactions have mediation effect between awareness of the high level managerial coaching and job involvement. 5. Distinctly, it has varied concepts in different age groups, company sizes and industry sectors on managerial coaching. The company size has significant effect to job satisfaction. Different age group and managerial role have significant effect to job involvement. This study is to provide management concept that organizations should consider whether their managers have personality and skill of coaching or not. For future studies on the related research, it is to recommend collecting despondences from organizational mangers. Additionally, job functions, supervision behavior and work stress are relevant factors on coaching skill, job satisfaction and job involvement for more in depth research.
    Appears in Collections:[人力資源管理研究所碩士在職專班 ] 博碩士論文

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