教練(Coaching)訓練於企業中的重要性日益劇增，現今企業中主管很重要的責任之一即為部屬的培育與發展，但訓練成效不彰一直是企業所面臨的問題，過去研究幾乎未針對增強教練訓練移轉之訓練後強化措施(posttraining supplement)做探討。因此，本研究採用準實驗設計，檢驗兩個訓練後強化措施於增強教練訓練移轉的效果，分別是：(1)向上回饋與(2)任務指派。向上回饋過去多作為自我發展工具，此為第二次被當作訓練後強化措施檢驗；任務指派為本研究發展之訓練後強化措施。 本研究以桃園某一大型醫院中43位中、高階主管為研究樣本，將其分成四組：(1)控制組(只有訓練)；(2)訓練加向上回饋；(3)訓練加任務指派；(4)訓練加混合式訓練後強化措施(即向上回饋加任務指派)。研究結果顯示有接受任務指派的訓練後強化措施組的受訓者在部屬(即coachee)績效改善上的效果大於向上回饋組，但向上回饋做為訓練後強化措施的效果並未得到支持。此外，接受混合式訓練的受訓者展現出高於其他三組的面談次數。本研究進一步提出實務上的管理意涵，提供企業增強教練訓練移轉效果之參考方向。 This study examined the effectiveness of two newly hired posttraining supplements – upward feedback and project assignment – for facilitating transfer of coaching training. 43 mid- and high-level managers in a large-size hospital received coaching training and engaged in posttraining supplements. The impact of the posttraining supplements on coaching training transfer was assessed across four conditions in a quasi-experimental framework: (1) classroom training only, (2) classroom training with upward feedback, (3) classroom training with project assignment, and (4) classroom training with upward feedback and project assignment. The results failed to support the effectiveness of upward feedback, but trainees supplemented by project assignment exhibited a more positive effect on coachees’ performance improvement than those supplemented by upward feedback. In addition, trainees in the combined supplement condition demonstrated the largest number of coaching sessions than those in other conditions. Implications of these findings for coaching training transfer and practice are discussed.
