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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/64729


    Title: 部屬認知之教練行為對員工促進行為改變之關聯性研究-以組織氣候及工作自我效能為調節變項;A Study of reng behavior and process behaviolationship between coachir change:The moderating effects of organizational climates and employee self-efficacy
    Authors: 尹純玉;Yin,Chun-Yu
    Contributors: 人力資源管理研究所
    Keywords: 教練行為;自我效能;組織氣候;跨理論模式;促進行為改變;coaching behavior;self-efficacy;organizational climates;Transtheoretical Model;process behavior change
    Date: 2014-07-14
    Issue Date: 2014-10-15 14:21:42 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 古希臘哲學家赫列克裏特斯說過:「世上唯一永恆不變的事,就是事物不斷在改變。」產業劇烈變化的市場環境,考驗的是企業快速的回應及彈性的調整的應變能力。組織中的成員不再只是一個口令一個動作的接收主管的命令,而是要能意識到整體環境正在改變,個人也必須要有改變的認知及行為,才能跟上組織變革的腳步。
    本研究共發出400份問卷,回收383份,回收率為95.75%;其中有效問卷共357份,有效問卷比例為89.25%。利用跨理論模式來探討教練行為對促進員工行為改變的影響,以及組織氣候和員工工作自我效能在這之間的調節效果。
    研究發現,民主領導的組織氣候,會更有助於員工的行為改變,從另一個角度來看,部屬觀察到主管的教練行為,也會形成開放溝通、員工被尊重的氣圍,進而產生民主領導的組織氣候,因此,建議企業導入管理教練技能,除了能夠助員工行為改變,同時也能形塑民主領導的組織氣候。
    當組織的責任風氣是由外在因素,例如:管理機制、考核獎懲、薪酬等因素形成時,會弱化教練行為對員工行為改變的影響,當組織要推動教練制度時,應檢視組織內部當責風氣形成原因,以免產生適配度不佳的情況。
    ;Heraclitus, the ancient Greek philosopher, said, "In the world, the only immutable thing is constantly changing." In the environment of the market industry, dramatic changes are tests of enterprises for their abilities of quick-response and flexibility to adjustment. Members of the organization should no longer just be a one push one move at their directors’ charge, they should realize the overall environment is changing. In order to keep up with the pace of organizational change, cognitive and behavioral changes in individuals are necessary.
    In this study, 400 questionnaires were sent out in total, we collected 383 questionnaires, the response rate was 95.75%; among which a total of 357 questionnaires are valid, and the effective response rate was 89.25%. The purpose of this study is to investigate the effect of promoting employee behavior change, as well as the moderating the effect between organizational climates and employee self-efficacy by coaching- behavior with the Trans-theoretical model.
    The study found that the organizational climate of democratic leadership will also help to change the behavior of employees. From another perspective, the subordinates observing the coaching - behavior of the director, will form an open communication between them which will make employees feel respected and will produce a democratic- leadership organizational climate. Therefore, we recommend that enterprises import the skills of coaching-management. It is not only to help employees change their behavior, but also to shape the organizational climate of democratic leadership.
    While the responsibility of organization responds to external factors, such as management mechanisms, evaluations, salary and so on, this will weaken the influence of coaching - behavior in the change of employee behavior. When organizations want to promote the coaching system, they should view what formed the internal organizational climates, in order to avoid poor application.
    Appears in Collections:[人力資源管理研究所] 博碩士論文

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