| dc.description.abstract | Abstract
In recent year, the employee’s job stress has increased very much, and the employee’s job stress has a strong relationship with the employee’s job anxiety. On the other hand, there are not enough studies on supervisory coaching behavior, now. In the past, there were so much studies on managerial coaching skill, including job performance, employee affective commitment…etc. However, no one focus on the studies of the relationship between supervisory coaching behavior and employee’s job performance. Based on these previous studies and description above, this thesis attempts to investigate how supervisory coaching behavior influences on employee’s job performance, and whether the low employee’s job anxiety can intensify the relationship between supervisory coaching behavior and employee’s job performance or not.
With a convenience sampling method, this thesis conducts survey the high-technology workers who have their immediate superiors. This study with the supervisory coaching behavior scale by Ellinger (2003), the employee’s job performance scale by Yu, Ter-Cheng (1996),including task performance and contextual performance. And, the employee’s job anxiety scale from the state anxiety (S-anxiety) scale established within Spielberger’s (1985) state-trait anxiety inventory (STAI). The case size amounts to 400, 308 of which are valid cases, processed with the software SPSS 21.0. The results of this thesis are as follow :
1. There exists a positive correlation between supervisory coaching behavior and employee’s job performance.
2. There exists a positive correlation between supervisory coaching behavior and employee’s task performance.
3. There exists a positive correlation between supervisory coaching behavior and employee’s contextual performance.
4. There exists a negative correlation between employee’s job anxiety and employee’s job performance.
5. There exists no correlation between employee’s job anxiety and employee’s task performance.
6. There exists a negative correlation between employee’s job anxiety and employee’s contextual performance.
7. The low employee’s job anxiety can intensify the relationship between supervisory coaching behavior and employee’s job performance.
8. The low employee’s job anxiety can intensify the relationship between supervisory coaching behavior and employee’s task performance.
9. The low employee’s job anxiety can intensify the relationship between supervisory coaching behavior and employee’s contextual performance.
This study provides some suggestions and recommendations. We suggest that the enterprises should establish supervisory coaching behavior in the organization to provide coaching function to superior, and then help their employees to lower their job anxiety. Researchers may investigate the relationships among Big Five, leading behavior, enterprise culture, and job performance. Also, they can use trait anxiety inventory to conduct next research in the future, finding the moderating effect on the trait anxiety.
Key word: supervisory coaching behavior, employee’s job performance, employee’s job anxiety
| en_US |