主管教導風格對部屬工作績效影響之探討－以內隱人格與主管部屬交換關係為調節變項; The Influence of Supervisor’s Coaching Orientation on Subordinate’s Performance: The Moderating Effects of Implicit Person Theory and Leader-Member Exchange

NCUIR > School of Management at National Central University > Graduate Institute of Human Resource Management > Electronic Thesis & Dissertation > Item 987654321/48639

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/48639

Title:	主管教導風格對部屬工作績效影響之探討－以內隱人格與主管部屬交換關係為調節變項;The Influence of Supervisor’s Coaching Orientation on Subordinate’s Performance: The Moderating Effects of Implicit Person Theory and Leader-Member Exchange
Authors:	張育瑄;Yu-hsuan Chang
Contributors:	人力資源管理研究所
Keywords:	內隱人格;調整焦點;教導風格;調整適配;主管部屬交換關係;implicit person theory;regulatory focus;coaching orientation;regulatory fit;leader-member exchange
Date:	2011-07-14
Issue Date:	2012-01-05 15:02:45 (UTC+8)
Abstract:	組織必須促進員工的學習和發展的趨勢，使得管理者扮演發展員工的教導角色備受重視。主管教導中，主管與部屬的適配和互動關係為不容忽視的因子。本研究以調整焦點理論觀點，探討主管教導情境中，主管形塑的促進型與預防型調整焦點教導風格是否對部屬的工作績效產生影響，並討論部屬對於能力是否可透過學習與努力可改變的內隱人格信念，以及部屬認知與主管的交換關係兩者的調節效果。本研究以實施主管教練制度之個案公司中的119 位接受其直屬主管教導之部屬為調查樣本，進行問卷調查。研究的實證結果如下：(1)促進型教導對部屬工作績效有顯著的正向關係，且相較於預防型教導，促進型教導對部屬工作績效的影響較大。(2)秉持能力增長信念的部屬與主管促進型教導所產生之適配效果，能使其績效表現相較於持能力本質信念者來得好。(3)部屬與主管關係品質越高，在主管的促進型教導下的績效表現相較於關係品質低者會更好。而預防型教導的影響，並未達統計上顯著水準，然其意義仍值得加以探究與討論。本研究亦進一步提出相關的管理意涵，提供實務上欲施行教練制度之企業參考作法之方向。 The concept of managers and managerial leaders assuming the developmental role of coaching has gained considerable attention in recent years as organizations seek to foster employee learning and development. The fit and interaction relationship between a coach and a recipient are important. Based on the perspective of regulatory focus theory, this study investigated the relationships between supervisor’s promotion coaching orientation and prevention coaching orientation and subordinate’s performance with the moderators of implicit person theory (IPT) and leader-member exchange (LMX). 119 employees who receive coaching provided by their supervisor in a company were surveyed. The findings of this research are as follows: 1. A promotion coaching orientation has a positive relationship with subordinate’s performance; moreover, relative to a prevention coaching orientation, a promotion coaching orientation has a more positive effect on the subordinate performance of subordinate following coaching. 2. A promotion oriented coaching is better regulatory fit for subordinate with incremental beliefs. 3. A promotion oriented coaching with high LMX quality has a positive effect on the subordinate’s performance. Management implications and recommendation are discussed for companies that will adopt the coaching.
Appears in Collections:	[Graduate Institute of Human Resource Management ] Electronic Thesis & Dissertation

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