| dc.description.abstract | Human resource managers are the bridge between the company and employees. In order to make the company operate more smoothly, they not only need to help their peers solve problems, but also need to provide appropriate solutions to their officers. In recent years, human resource managers have become more important to the company, and the roles they play have become more diverse. When human resource managers adopt different roles at work, ’ their positive psychological capital is even more important.
Managerial Coaching Skill is a positive leadership with more communication, engagement, encouragement and feedback. This research examines the relationship between employees’ managerial coaching skill perception of his/ her direct manager and employees’ positive psychology capital.
The empirical data is collected from human resource managers who have direct supervisors in the company. A total of 193 valued samples including paper and electronic questionnaires were returned in April 2013. The results analyzed through SPSS 18.0 and AMOS 21.0 are as follows:
1. The managerial coaching skill had positive effects on positive psychology capital. When employees cognize a higher degree of his/ her direct managers’ managerial coaching skill, they would have a higher degree of positive psychology capital.
According to the result, our findings reveal that organizations should pay attention to employees’ positive psychology capital and managers’ managerial coaching skill training and influence. And as social learning theory suggests, employees perceive the supervisor’s behavior, and thus imitate it. Therefore supervisors should be more aware of their behaviors .
For the future research, it is suggested that Positive psychological capital can be affected by relevant variables which can be examined further. And to further develop the management Coaching Skills Scale and positive psychological capital scale for further development is also suggested.
Key word: Managerial Coaching Skill; Positive Psychology Capital ; Social Learning Theory | en_US |