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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/80033

    Title: 主管教練行為與工作績效之關聯性研究:以心理賦權為中介變項;The Study of the Relationship between Supervisor Coaching Behavior and Job Performance: The Mediating Effect of Psychological Empowerment
    Authors: 曾家恩;Tseng, Jiaen
    Contributors: 人力資源管理研究所
    Keywords: 教練;主管教練行為;心理賦權;工作績效;Coaching;Supervisor Coaching Behavior;Psychological Empowerment;Job Performance
    Date: 2019-06-28
    Issue Date: 2019-09-03 12:04:51 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 主管的領導行為對一家企業營運是非常關鍵的因素,而主管的教練行為能夠帶領員工向著目標前進,達成預期目標,為組織創造績效。但卻少有文獻探討主管教練行為對員工所產生的心理機轉,員工能夠在認知和激勵程度發生變化,因而產生行為的改變。
    ;Supervisor leadership behavior is a critical factor in a company′s operating, and the supervisor coaching behavior can lead the employee toward the goal, achieve the desired goal, and create performance for the organization. However, there is little literature on the psychological mechanism of supervisors′ behaviors to employees, and employees can change their perceptions and motivations, thus resulting in behavioral changes.
    This study uses psychological empowerment as a mediator variable on supervisor coaching behavior and job performance. The study subjects were practitioners with direct supervisors, collecting 620 valid samples by sampling, and verifying the model by statistical analysis. The results of the analysis show that: (1) there is a positive relationship between the supervisor coaching behavior and job performance; (2) the supervisor coaching behavior has a positive relationship with the psychological empowerment; (3) the psychological empowerment has a positive relationship with the job performance; (4) Psychological empowerment completely mediates the relationship between supervisory coaching behavior and job performance.
    According to the results of this study, it is recommended that supervisors should learn the coaching leadership and show more coaching behaviors to employees, make them change their psychological cognition on job and increase their motivation to work, thus contributing to enhance employee performance. At the end of the paper, we discuss the limitations of the research process and future research suggestions.
    Appears in Collections:[人力資源管理研究所] 博碩士論文

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