管理教練技能對員工工作績效之影響─以員工情緒智力為干擾變項

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人力資源管理研究所

論文名稱

管理教練技能對員工工作績效之影響─以員工情緒智力為干擾變項
(The relationship between managerial coaching skills and employee’s job performance ─ Employee’s emotional intelligence as a moderator)

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摘要(中)

近年來有許多的學者對於教練指導的議題進行研究，但多數在探討高階主管接受教練指導後對於主管本身的影響，而較少在管理教練技能與員工行為的關聯性上進行研究，特別又以員工的情緒智力做為兩者的干擾角色。
有鑑於此，本研究以員工的情緒智力做為干擾變項，探討管理教練技能與員工工作績效之關連性。以某大型跨國知名美商氣體製造公司為樣本方發放來源，並以配對問卷的方式進行研究，共取得302份有效配對樣本進行分析。研究結果如下：
1.管理教練技能與員工工作績效有正相關
2.員工評量自我情緒能力對於管理教練技能與員工工作績效的關係無干擾作用
3.員工調適情緒能力對於管理教練技能與員工工作績效的關係有正向干擾作用
4.員工評量他人情緒能力對於管理教練技能與員工工作績效的關係有負向干擾作用
因此本研究建議，為了提升管理教練指導效能，組織應重視員工的情緒智力，加強員工情緒調適能力，並且可使用降低權力距離的方式降低員工過於敏感、揣測主管的情緒，以提升員工績效。建議未來的研究可以使用團隊績效當作結果變項，測量主管教練技能對團隊績效的影響，並探討情緒智力在當中所扮演的角色。

摘要(英)

Although a large number of studies have discussed the topic of executive coaching skills, relatively little is known about the relationship between managerial coaching skills and employee’s job performance, especially through the moderating process of employee’s emotional intelligence. Accordingly, this study hypothesized that managerial coaching skills are positively related to employee’s job performance, and that their relationship is moderated by employee’s emotional intelligence. Data for the research were collected in Taiwan from a global leading company of industrial gases in the manufacture industry. It was conducted paired questionnaires to the subjects and finally obtained 302 valued paired samples. The results showed that: 1. There is a positive relationship between managerial coaching skills and employee’s job performance. 2. Employee self emotional appraisal didn’t moderate the relationships between managerial coaching skills and employee’s job performance. 3. Employee regulation of emotion positively moderated the relationships between managerial coaching skills and employee’s job performance 4. Employee other’s emotional appraisal negatively moderated the relationships between managerial coaching skills and employee’s job performance.
Therefore, it is suggested that to improve employee’s job performance, organizations should focus on employee’s emotional intelligence and try to enhance employee regulation of emotion instead of other’s emotional appraisal. Future researches were suggested to employ team-based performance as an outcome variable of managerial coaching skills and emotional intelligence.

關鍵字(中)

★ 工作績效
★ 情緒智力
★ 管理教練技能

關鍵字(英)

★ emotional intelligence
★ managerial coaching skills
★ job performance

論文目次

中文摘要……………………………………………………………i
Abstract …………………………………………………………ii
致謝………………………………………………………………iii
Table of Contents………………………………………………iv
List of Figures………………………………………………….v
List of Tables………………………………………………….vi
Chapter1: Introduction…………………………………………1
Chapter2: Literature Review
2-1 Managerial Coaching……………………………………….3
2-2 Emotional Intelligence……………………………………7
2-3 Job Performance…………………………………………….9
2-4 Managerial Coaching Skills and Employee’s Job Performance……………………………………………10
2-5 Moderating effect of Emotional Intelligence………11
Chapter3: Methods
3-1 Research Framework……………………………………….17
3-2 Sample and Procedures……………………………………17
3-3 Measurements……………………………………………….19
3-4 Analysis…………………………………………………….22
Chapter4: Results
4-1 Descriptive Statistic……………………………………23
4-2 Reliability and Correlation Analysis……………….26
4-3 Common Method Variance Test and Confirmatory Factor Analysis………………………………………………………….28
4-4 Hierarchical Regression Analysis…………………….29
Chapter5: Discussion
5-1 Discussion of Study Result…………………………….34
5-2 Implications for Practice………………………………36
5-3 Limitations and Future Directions……………………37
References……………………………………………………….39

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指導教授

郭敏珣(Min-Hsun Kuo)

審核日期

2011-7-22

推文