| 摘要: | 論文名稱：管理教練技能對員工工作投入之影響—以員工情緒智力為中介變項 院校名稱：國立中央大學 系所名稱：人力資源管理研究所 學位類別：碩士 畢業年度：九十九學年度第二學期 指導教授：郭敏珣 博士 論文頁數： 66 頁 論文摘要： 許多大公司都已經把Coaching視為高階主管發展的核心部份（Michelman, 2005），為了改善組織績效、促進組織變革、團隊合作及接班人管理等目的，主管的管理教練技能（Managerial Coaching Skill）在企業上的應用已愈來愈普遍。本研究希望透過Park, Yang, & McLean（2008a）的管理教練技能（Managerial Coaching Skill）五構面：開放性溝通、團隊取向、重視人性、對不確定接受性以及促進發展，探討員工所認知到的管理教練技能對於員工工作投入的影響，並以員工的情緒智力為中介變項，藉此瞭解三變項之間的關聯性。 本研究以現職有直屬主管的員工進行調查，線上問卷回收632份，發放紙本問卷164份且回收164份，總共回收796份，有效問卷為769份。發放時間為2010年12月至2011年1月之間。運用統計套裝軟體SPSS 17.0（Statistical Package for the Social Science 17.0）進行研究資料分析後，主要發現如下： 1.員工所認知到的管理教練技能對員工情緒智力有正向的影響，表示員工所認知到管理教練技能越高，員工情緒智力越高。 2.員工所認知到管理教練技能對員工工作投入有正向的影響，表示員工所認知到管理教練技能越高，員工工作投入越高。 3.員工情緒智力對員工工作投入有正向影響，表示情緒智力越高，工作投入越高。 4.員工情緒智力做為員工所認知到管理教練技能和員工工作投入的中介變項，呈現部分中介之效果。 本研究給管理者之管理意涵，建議企業內應重視並透過管理教練技能提昇員工之情緒智力及工作投入。後續建議研究可針對相同產業、工作性質或職務範圍進行調查，並進行主管和員工配對問卷，讓研究結果更能應用於管理實務。 關鍵字：管理教練技能、情緒智力、工作投入 Abstract Some of the major companies have made coaching a core part of executive development. (Michelman, 2005). In order to increase organizational performance, improve organizational change, teamwork, and succession planning, the applications of managerial coaching skill in enterprises have become increasingly popular. The purpose of this study is to explore the relationship of employee perception to managerial coaching skill, employee emotional intelligence and employee job involvement by Park, Yang, & McLean (2008a) of the five dimensions of managerial coaching skill: open communication, team approach, value people, accept ambiguity, and facilitate development. In addition, we also examined the mediated effect of employee emotional intelligence on the relation of employee perception to managerial coaching skill and employee job involvement. This study collected empirical data from employees who have the direct supervisor. A total of 769 completed questionnaires were returned from December 2010 to January 2011. Results of statistical analyses provided four important conclusions as follows： 1. The managerial coaching skill had positive effects on emotional intelligence. The more managerial coaching skill that employees perceived, the higher degree of emotional intelligence he/she improved. 2. The managerial coaching skill had positive effects on job involvement. The more managerial coaching skill that employees perceived, the higher degree of job involvement he/she achieved. 3. The emotional intelligence had positive effects on job involvement. The higher emotional intelligence that employees perceived, the higher degree of job involvement he/she achieved. 4. Emotional intelligence as an intervening variable, partially mediates the relationship between managerial coaching skill and employees job involvement. The study provided some suggestions and recommendations. We suggest the enterprises should establish managerial coaching system in the organization to provide coaching function, and then help their employee to have higher emotional intelligence and more job involvement. Also, researchers may investigate the relationships among industries or job functions that are similar, and conduct the dyad questionnaires from the supervisor and his/her employees in the future. Key words: Managerial Coaching Skill, Emotional Intelligence, Job Involvement |
