| 摘要: | 近年來教練技能(coaching skill)已經逐漸被業界所重視，國際企業正流行向球隊教練學習管理經驗。未來企業需要的人才，不是超級明星；而是能組織團隊、帶動團隊成長，邁向卓越的教練。教練(coaching)，這個原本是運動界的用語，近來被廣泛運用到企業、人際關係、生涯規劃上。教練技能會讓奇異(GE)、IBM與嬌生、3M與聯合利華、微軟等跨國企業，列為專業經理人必備能力，也被財星(Fortune) 雜誌指出，是管理領域熱門的話題。教練(coaching)被視為一種有效管理與發展工具，建立教導文化更能促使生產力與績效的提升(Yu, 2007)。透過主管有效的指導，可以加速部屬的學習發展，並在工作的執行得以更有效率且展現自信，更清楚的制定決策(Palmer, 2003)。而管理教練指導(Managerial Coaching Skills)已被確定為一種激勵，發展和留住員工在組織中的管理方式(Park, 2007)，但是國內針對管理教練技能卻沒有許多相關文獻來探討其對員工工作滿意、自我效能的關係，故想針對此一關聯性做探討。 本研究針對台灣北部地區包含台北市、新北市、桃園縣市、新竹縣市、苗栗縣等地，目前在職中的人員作為調查對象。問卷發放方式採開放網路問卷填答及紙本問卷發放，總共回收有效問卷為303份。運用統計軟體SPSS 17.0(Statistical Package for the Social Science)進行資料研究分析，本研究主要發現： 一、 部屬的自我效能越高時，部屬對工作上滿意程度越高。 二、部屬所認知到管理教練技能程度越高時，部屬對工作滿意程度越高。 三、部屬的自我效能會調節部屬所認知到的管理教練技能與工作滿意程度之關係。當部屬的自我效能程度高時，其所認知到的管理教練技能與工作滿意程度之關係較強；反之當部屬的自我效能程度低時，其所認知到的管理教練技能與工作滿意程度之關係較弱。 根據本研究的結果，當部屬感受到主管展現管理教練技能的程度愈高時，部屬的工作滿意度愈高。因此，管理教練技能在主管訓練的培育是值得重視的議題。建議企業重視主管之管理教練技能，以提升主管職人員的領導技巧。 本研究因受制問卷發放份數限制，在問卷填答者選擇並無特定限制。建議後續研究者可針對問卷填答者身分做區分為，如接受過管理教練技能者及未接受過管理教練技能者，在統計分析結果應能夠更顯著。 Coaching skill has been more valuable than ever in the recent years. It is a trend that more and more international corporations have recognized the value of sports team coaching and management concepts. Corporations realized that they don’t need superstars but excellent team leaders who can organize, coach, and lead their team to succeed. “Coaching”, a term that has been traditionally used in the sports world is now becoming a common phase in the business world to foster better relationship and career management. Coaching skill is now a professional skill set required by many conglomerates such as GE, IBM, Johnson & Johnson, 3M, Unilever, and Microsoft. It has become a hot topic for management learning as pointed out by the Fortune magazine. Coaching is considered an effective managerial and developmental tool to effectively establish coaching-based culture within a company and to increase productivity (Yu, 2007). Through effective coaching, it helps to shorten the learning curve for employees and thus enable them to perform their job more effectively and confidently. Managerial coaching skills have been confirmed as an effective method to motivate, develop, and retain staff in an organization (Park, 2007). Due to limited research and studies on coaching skill in Taiwan, I would like to focus my study on this subject to further explore the impact of coaching, job satisfaction and self-efficacy to employees. This study was initiated by conducting a questionnaire that targets individuals who were currently employed within the north Taiwan areas including Taipei and the surrounding suburban areas, Taoyuan City/ County, Hsinchu City/County, Miaoli County, and etc. The questionnaires were distributed in two ways – online and paper distribution. There were 303 valid questionnaires received at the end and the results were processed by using SPSS 17.0 (Statistical Package for the Social Science) for further data analysis. Below are the major findings revealed from the questionnaire. I. Self-efficacy and job satisfaction have a positive correlation. High self-efficacy by employees typically leads to higher sense of job satisfaction. II. Subordinates tend to have higher job satisfaction when they feel that they are being properly coached to achieve their job assignment. III. The subordinate’s self-efficacy will adjust basing on their perceptions of managerial coaching skills and job satisfaction. According to the findings of this study, when a subordinate feels that his/her supervisor demonstrates a higher level of management coaching skills, the subordinate’s job satisfaction is much higher and vice versa. Therefore, this clearly demonstrates that a company should emphasize the importance of its supervisors’ training on the managerial coaching skills that will ultimately lead to the enhancement of their leadership skill. Due to the limited number of the questionnaires distributed, there were no specific criteria set to differentiate the interviewees. For the follow researchers, if you can separate the interviewees that had managerial coaching skills training from the ones who have not taken the training, the statistical analysis results ought to be more remarkable. |
