部屬認知之主管管理教練技能與部屬後設認知之關聯性探討

NCUIR > School of Management at National Central University > Executive Master of Human Resource Management > Electronic Thesis & Dissertation > Item 987654321/60364

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/60364

Title:	部屬認知之主管管理教練技能與部屬後設認知之關聯性探討
Authors:	廖健宏;Liao,Ching-Hung
Contributors:	人力資源管理研究所在職專班
Keywords:	管理教練;後設認知;自我調整學習;Managerial Coaching Skill;Metacognition;Self-Regulated Learning
Date:	2013-07-16
Issue Date:	2013-08-22 11:35:08 (UTC+8)
Publisher:	國立中央大學
Abstract:	本研究以自我學習調整理論為架構，透過管理教練技能的五構面：開放性溝通、開放性溝通、團隊取向、尊重個體、多元接受性、促進發展，欲探討員工認所認知到的管理教練技能對於員工後設認知的影響，解此瞭解兩者之間的關聯性。　　本研究以台灣北部具有直屬主管的部屬為研究對象，問卷發放方式採紙本發放，總共發放240份，回收235份問卷，其中有效問卷總計228份，有效樣本回收率為95%。運用SPSS20.0進行分析，結果發現於下：一、部屬所認知到管理教練技能與其後設認知並無關聯性。二、部屬所認知到管理教練技能越高，部屬認知的自我意識越高。三、當主管越尊重個體時，部屬認知的信心也會提高。　　根據本研究結果，當部屬感受到主管管理教練技能越高時，其認知的自我意識也會提高。因此，建議企業內應重視並透過管理教練技能提升員工之認知自我意識，以能產生學習成效。建議後續研究者可採兩階段施測比對進行研究，並針對管理教練技能量表後設認知量表之開發。　　Based on the Self-Regulated Learning Theory, the purpose of this study is to explore the relationship of employee perception to managerial coaching skill and metacognition of the five dimensions of managerial coaching skill: open communication, team approach, respect individual, accept diversity and facilitate development. In addition, we also examined the relation of employee perception to managerial coaching skill and employee metacognition. 　　This study collected empirical data from the employees who have direct supervisor in north Taiwan. The questionnaire was initiated by paper distribution. A total 240 questionnaires were distributed, 235 were returned, 228 were completely, and the return rate is about 95%. The results were processed by using SPSS20.0.Below are the major findings revealed from the questionnaire. 　　　I.Managerial coaching skills is not associated with metacognition. 　　　II.Subordinates tend to have higher cognitive self-consciousness when they feel that they are being properly coached to achieve their direct supervisor. 　　　III.Subordinates tend to have higher cognitive confidence when they feel their direct supervisor respect themself. 　　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 cognitive self-consciousness is much higher. We suggest the enterprises should establish managerial coaching system in the organization to provide coaching function, and then help their employee to have higher cognitive self-consciousness and learning performance.
Appears in Collections:	[Executive Master of Human Resource Management] Electronic Thesis & Dissertation

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