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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/54670


    Title: 管理教練技能對情感性組織承諾之影響-以信任為中介變項;The study of the relationship between managerial coaching skill and employee affective commitment – the mediating effect of trust.
    Authors: 褚昀婷;Chu,Yun-ting
    Contributors: 人力資源管理研究所
    Keywords: 管理教練技能;信任;情感性組織承諾;Managerial Coaching Skill;Trust;Affective Commitment
    Date: 2012-07-26
    Issue Date: 2012-09-11 18:59:11 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 主管展現出教練技能可幫助部屬為了提升績效而自我發展,也會提高部屬的組織承諾(Park, 2007)。本研究以社會交換理論(Social Exchange Theory)為架構,欲探討主管展現出管理教練技能(managerial coaching skill)是否有助於提高部屬的情感性組織承諾,且部屬對主管的信任(trust)是否具有中介效果。本研究以台灣高科技產業中具有直屬主管的部屬為研究對象,總共發放504份,回收482份問卷,其中有效問卷總計476份,有效樣本回收率為94.44%。運用SPSS19.0進行分析,結果發現管理教練技能與信任具有正向關聯性;管理教練技能與情感性組織承諾具有正向關聯性;信任與情感性組織承諾具有正向關聯性;管理教練技能與情感性組織承諾的關係,會受到信任的完全中介效果影響。另外,本研究亦探討子構面的中介效果,在管理教練技能構面中的開放性溝通、團隊取向、重視人性勝於任務和促進發展與情感性組織承諾的關係中,認知信任均具有部分中介效果,管理教練技能構面中的不確定接受性與組與情感性組織承諾的關係中,認知信任則具有完全中介效果;管理教練技能構面中的開放性溝通、團隊取向與情感性組織承諾的關係中,情感信任均具有部分中介效果;管理教練技能構面中的重視人性勝於任務、不確定接受性和促進發展與情感性組織承諾的關係中,情感信任則具有完全中介效果。最後,建議科技業者應重視主管的管理教練技能以提升信任和情感性組織承諾,並建議後續研究者可針對其他可能的中介變項進行研究。Coaching is a process of helping employee develop themselves for improving performance and is associated with commitment (Park, 2007). Based on the concept of Social Exchange Theory, this study examine if employees’ trust to manager mediates the positive relationship between managerial coaching skill and affective commitment. This study collected empirical data from the employees who have direct supervisor in high-tech industry in Taiwan. A total 504 questionnaires were distributed, 482 were returned, 472 were completely, and the return rate is about 94.44%. The results were processed by using SPSS19.0.Our finding can be summarized as following. First, the more managerial coaching skill that employees perceived, the higher degree of trust they achieve. Second, the more managerial coaching skill that employees perceived, the higher degree of affective commitment they achieve. Third, when employees have more trust to the manager, they achieve more degree of affective commitment. Fourth, trust to the supervisor mediates the positive relationship between managerial coaching skill and affective commitment. Fifth, cognition-based trust partially mediates the positive relationship between open communication, team approach, value people over task, facilitate development and affective commitment. Cognition-based trust mediates the positive relationship between accept ambiguity and affective commitment. Affect-based trust partially mediates the positive relationship between open communication, team approach and affective commitment. Affective-based trust mediates the positive relationship between value people over task, accept ambiguity, facilitate development, and affective commitment. Last, we suggest high-tech organizations emphasize on managerial coach skill to help employee have more trust to their supervisor and organizational commitment. For further studies on related research, it is recommended to find other intervention variable.
    Appears in Collections:[人力資源管理研究所] 博碩士論文

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