| dc.description.abstract | In recent years, the studies of managerial coaching skill have included the dimensions of work involvement, satisfaction of work, commitment to organization, and self-efficiency. However, there are still not enough studies which focus on the relationship between manager’s coaching skill and employee’s negative emotion. This thesis extends the studies about managerial coaching skill (thereafter MCS), including Chang’s (2007) study of MCS’s impact on both stress in the workplace and job burnout, Wong’s (2011) and Ka’s (2011) studies of MCS’s impact on employee’s emotional intelligence, and Park’s (2007) modified five dimensions of MCS according to the findings from McLean et. al(2005). Based on these previous studies mentioned above, this thesis attempts to investigate how employee’s perception of MCS influences on their job anxiety and to add the intervening variable of the extent to which employee trust in their managers, in order to the correlation among these three factors.
With a convenience sampling method (one shot and anonymous from April to May, 2012), this thesis conducts survey the high-technology workers who have their immediate superiors, with the MCS scale (short version with twenty questions) modified by Park (2007), the interpersonal trust scale (cognitive and emotional) proposed by McAllister (2005), and the state anxiety (S-anxiety) scale established within Spielberger (1985)’s state-trait anxiety inventory (STAI). The case size amounts to 513, 476 of which are valid cases, processed with the software SPSS 19. The results of this thesis are as follows:
1. There exists a negative correlation between employee’s perception of MCS and their job anxiety.
2. There exists a negative correlation between the extent employee’s trust in their superiors and their job anxiety.
3. There exists a positive correlation between employee’s perception of MCS and the extent employee’s trust in their superiors.
4. The variable—the extent employee’s trust in their superiors—performs an intervening effect on the relationship between employee’s perception of MCS and their job anxiety.
As far as the theoretical implication is concerned, this thesis has found that the positive cyclical relationship between managers’ MCS, trust in managers, and lowering employees’ anxiety demonstrates the importance of trust on the self-disclosure, and hence provides the discourse about trust in the theory of self-disclosure. As far as the implication of management are concerned, this thesis has suggested that corporations should develop projects of MCS to increase the extent in which employee trust in their superiors with supplementary measures, such as encourage on professional retaining or on-job training, in order to enhance employee’s self-esteem and lower their job anxiety.
Key words: managerial coaching skill, trust, job anxiety | en_US |