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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/82984


    Title: 訓練發展對員工好奇心、工作塑造與工作績效之影響—以訓練移轉為調節;The effects of training and development on curiosity, job crafting and job performance: Training transfer as the moderator
    Authors: 何姿瑩;Ho, Tzu-Ying
    Contributors: 人力資源管理研究所
    Keywords: 好奇心;訓練發展;訓練移轉;工作塑造;工作績效;curiosity;training and development;training transfer;job crafting;job performance
    Date: 2020-07-16
    Issue Date: 2020-09-02 14:19:41 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 隨著現今外新科技與新的商業模式不斷地變化,環境充滿更多不確定性,具備好奇心能夠使人不斷地追求新知,增進其適應能力,對於企業來說提升好奇心有其重要性,以應對 隨時而來的挑戰與變化。組織能藉由訓練與發展相關活動來激發員工好奇心,因此本研究希望能夠了解以承諾為基礎的訓練發展措施與好奇心之間關係、訓練發展與好奇心對工作塑造與工作績效的影響,同時探討好奇心的中介效果與訓練移轉在其中具有的調節效果。研究對象為台灣金融業的正職工作者,進行三階段線上問卷調查,回收有效問卷共181份,採取實證方式進行結果分析。
    研究結果發現:(1)組織的訓練發展措施對員工工作塑造之增加社會性工作資源、增加挑戰性工作需求兩構面皆有顯著正向影響。(2)員工好奇心之有樂趣的探索對工作塑造的增加社會性工作資源與增加挑戰性工作需求皆有正向顯著影響。(3)員工的社會性好奇心對工作塑造之增加社會性工作資源與增加挑戰性工作需求皆有顯著正向影響。(4)員工好奇心之 有樂趣的探索與社會性好奇心皆對工作績效具有顯著正向影響。(5)訓練移轉的主管支持與移轉行為結果可以正向調節訓練發展措施與社會性好奇心之關係。本研究根據研究結果,提出實務管理建議,供組織在提升好奇心的措施參考。;The environment becomes more uncertain with technologies and business models constantly changing today. To respond to changes, organizations need to increase employees’ curiosity, which can enable employees to learn and improve their adaptability.Organizations can stimulate employees’ curiosity through training and development practices.Therefore, the purpose of this study was to explore the relationship between commitment-based training and development practices and curiosity and the effect of training and development practices and curiosity on job crafting and job performance.This research involved a survey, comprised of three stages of questionnaires.The final responses are from 181 full-time employees of the financial industry in Taiwan.
    The results found below:(1)Training and development practices had a positive influence on the two aspects of job crafting.(2)Joyous exploration of curiosity had a positive influence on the two aspects of job crafting.(3)Social curiosity had a positive influence on the two aspects of job crafting.(4)Joyous exploration of curiosity and social curiosity had a positive influence on job performance.(5)Supervisor support of training transfer and output of transfer behavior had positive moderating effects on training and development practices and social curiosity. Based on the research results, this study provided suggestions for organization to enhance employees’ curiosity.
    Appears in Collections:[人力資源管理研究所] 博碩士論文

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