部屬所認知之管理教練技能
對部屬個人的情緒智力與工作滿意的影響

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：14

、訪客IP：3.14.247.150

姓名

柯幸吟(Hsin-Yin Ko) 查詢紙本館藏

畢業系所

人力資源管理研究所在職專班

論文名稱

部屬所認知之管理教練技能對部屬個人的情緒智力與工作滿意的影響
(Subordinates cognitive the managerial coaching skills of impact Of emotional intelligence and job satisfaction )

相關論文

★ 組織因素、個人分享動機及知識特性對知識分享之影響	★ 企業實施在職導師制度對於人力資源發展的影響
★ 內外控人格特質及工作環境因素對訓練遷移成效之影響-以師徒制教導為中介變項	★ 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
★ 管理教練技能對工作績效之影響—以工作投入為干擾變項	★ 人力派遣行業招募管理師專業職能量表之建立
★ 訓練遷移因素對客服中心新進客服人員職前訓練遷移成效之影響	★ 部屬認知之管理教練技能對部屬個人工作投入的影響—以工作滿足為中介變項
★ 組織承諾對師徒功能認知與組織公民行為之中介效果 ---- 以台灣高科技產業為例	★ 師徒功能認知對職場個人學習之影響─以中央人資所企業導師制度為例
★ 影響員工外派意願之因素探討-以工程顧問公司為例	★ 管理教練技能對員工工作投入之影響—以員工情緒智力為中介變項
★ 師徒功能認知對職場個人學習影響 -以回饋接受度為調節	★ 師徒功能認知對工作績效之影響-以組織承諾為中介變項
★ 跨國知識移轉僵固因素對知識分享意願之影響-以台灣外資企業外派人員為例	★ 以工作敬業貢獻為中介變項探討管理教練技能對工作績效之影響

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

[檢視]

[下載]

本電子論文使用權限為同意立即開放。
已達開放權限電子全文僅授權使用者為學術研究之目的，進行個人非營利性質之檢索、閱讀、列印。
請遵守中華民國著作權法之相關規定，切勿任意重製、散佈、改作、轉貼、播送，以免觸法。

摘要(中)

在現今快速變化的商業環境，教練、制度、技巧、及方法已在企業管理上被廣泛採用。愈來愈多企業重視並導入有關管理教練的概念與相關技能，並期望管理者能具備管理教練指導技能。經由有效教導(coaching)可加速員工學習與發展，並使工作執行更有效率，同時展現員工工作自信。主管藉由教導的方式直接或間接地培養組織成員的技能，進而提升員工情緒智力與工作滿意。
本研究主要是以員工所認知的管理教練技能為自變項，以情緒智力及工作滿意為依變項，並探討上述三個變項之關係。本研究針對在台灣服務的企業員工進行調查，總計 906名員工進行問卷調查，共取得830份有效問卷，經由有效樣本統計分析而得到以下研究發現：
1.部屬認知的管理教練技能程度越高，對部屬的整體情緒智力也會隨之提升。
2.部屬認知到越高程度的管理教練技能，其部屬個人對其工作滿意會有顯著提高。
3.部屬的情緒智力與與部屬對於工作上的滿意程度有顯著正向關係。
此外，本研究探討管理教練與情緒智力與工作滿意之間的相互關係，其結果得知：管理教練技能對於情緒智力與工作滿意皆有顯著的正相關，而情緒智力也對工作滿意有顯著正相關，建議後續研究者，可針對實施相關管理教練制度之企業組織成員進一步了解探討，再區分產業類別加以分析。

摘要(英)

In today’’s rapidly changed business environment, managerial coaching skills and methods have been widely used in business management. More and more enterprises pay attention and induct the concept of managerial coaching and related skills, and expect managers to have managerial coaching skills. Through effective coaching skills to accelerate personal learning and developing, and have work progress to be more effective, simultaneously to reveal the individual self-confidence. The manager can be direct or indirect to coaching the members of the organization in order to promote employee’s emotional intelligence and job satisfaction.
The research motivation has based on the literature analysis and discussion then the questionnaire survey method to establish the foundation of this research. Mainly, based on employee cognition of managerial coaching skills as independent variable, and take the emotional intelligence and job satisfaction as the dependent variable, then to explore the relationship between these three variances.
This study is aimed at the employees working in Taiwan. 906 employees as well as its manager carried on the questionnaire survey. Altogether 830 effective questionnaires were obtained. The following results were obtained based on statistical analysis by the effective samples:
1. The higher employee cognition of managerial coaching skill is , the more employee’s entire emotional intelligence rises.
2. The higher employee cognition of managerial coaching skills is, the higher employee’s job satisfaction is.
3. There is a positive relationship between employee’s emotional intelligence and job satisfaction.
Through this research, the organization should highly value the promotion and employment of managers having managerial coaching skills to cultivate and train the managerial talent having the coaching skills. The research results can be commonly applied to the general business.
Besides, this research discusses the mutual relationship between managerial coaching and emotional intelligence. The result is that managerial coaching skills have positive correlation on emotional intelligence and job satisfaction, and so does emotional intelligence on job satisfaction. The suggestion is that follow-up researchers can do the further study on business employees of the relevant managerial coaching system and then analyze it by industry category. Meanwhile, consider the relationship between managers and employees to do the further discussion with the independent variable of emotional intelligence and job satisfaction added. By doing so, discuss if the independent variable has the modulation effects.

關鍵字(中)

★ 情緒智力
★ 工作滿意
★ 教練
★ 管理教練技能

關鍵字(英)

★ Managerial coaching skills
★ Emotional Intelligence
★ Job Satisfaction

論文目次

目　錄
摘要………………………………………………………………………I
ABSTRACT ………………………………………………………………II
誌謝 ……………………………………………………………………IV
目錄………………………………………………………………………V
表目錄 ………………………………………………………………VII
圖目錄 ………………………………………………………………VIII
第一章緒論 1
第一節研究動機 1
第二節研究目的 2
第三節研究對象與限制 2
第四節研究流程 3
第二章文獻探討 5
第一節教導的定義 5
第二節管理教練技能概述與定義 6
第三節情緒智力概述與定義 9
第四節工作滿意概述與定義 10
第五節社會交換理論等相關理論 12
第六節研究變項之關係探討 15
第三章研究方法與步驟 17
第一節研究架構 17
第二節研究假設 17
第三節研究變項之操作性定義與量表內容 18
第四章研究發現 21
第一節信度分析 21
第二節基本資料敘述性統計分析 22
第三節相關分析 26
第四節　階層迴歸分析 28
第五章結論與建議 37
第一節　研究結論與討論 37
第二節　管理意涵 39
第三節研究限制與研究建議 41
參考文獻 42

參考文獻

中文部份:
王曉菡（民97），「華人工作動機與工作滿意度及組織承諾之關聯研究」，中央大學人力資源研究所碩士論文。
吳靜吉、廖素華（民67），「明尼蘇達滿意問卷研究」，政治大學學報，37-38。
吳錦松 (民99) 「高曼EQ理論之介紹與驗證-情緒智能與工作績效、工作滿足感關係之探討」，陸軍軍官學校八十六週年校慶基礎學術暨通識教育研討 PO-167-173
李青芬、李雅婷、趙慕芬(民95) 譯，「組織行為學」，Stephen ,P. Robbins 著，十一版，華泰文化，54 & 367-604。
李宗倫（民92）：《個人創造力歷程之研究：動機理論之整合觀點》。中山大學企管所碩士論文。
施文玲(民99)，「社會交換理論之評析」，網路社會學通訊期刊，52，http://mail.nhu.edu.tw/~society/e-j/52/index.htm。(網路電子期刋)
張春興，(民78) ，張氏心理學辭典，台北，東華書局。
張淑昭、陳志忠、李明興、蘇文娟(民95) 「組織結構、工作特性、員工生涯發展與組織承諾的關係探討」，中華管理評論國際學報，第九卷‧第四期。
翁俊眀 (民91)，「華視工程製作中心人員工作滿足，工作壓力與組織承諾關聯性之研究」，銘傳大學傳播管理研究所在職專班碩士論文。
党秦武 (民93)，內部行銷作為、情緒能力、工作士氣及專業承諾對工作績效關聯之研究─以南科廠商行政人員為例，南華大學管理科學研究所碩士論文。
陳雙蕊 (民94) 。「員工情緒智能對組織氣氛及工作滿意度的影響」。東吳大學心理學研究所。碩士論文。
廖國峰、陳素子(民92)「領導者情緒智力對領導效能、部屬合作行為與組織承諾影響關係之研究」人力資源管理學報，第三卷第四期，頁 001-024。
鄭嘉惠(民94)。「情緒智力對於工作壓力與工作滿意以及組織承諾的影響」。國立中央大學企業管理研究所碩士論文
英文部份:
Adams, J.S.(1963). Toward an understanding of inequity. Journal of Abnormal and Social Psychology, 67, 422-436.
Adelmann, P. K.(1989). Emotional Labor and Employee Well-Being. Doctoral Dissertation, The University of Michigan.
Bar-On, R.(1997). The emotional intelligence inventory (EQ-I): Technical manual, multi-health systems, Toronto.
Bar-On, R.(2000). Emotional and social intelligence: Insights from the emotional quotient inventory. In R. Bar-On & J.D.A. Parker, eds., Handbook of emotional intelligence, 363-388. San Francisco: Jossey-Bass.
Beattie, R.S.(2002). Line managers as facilitators of learning: Empirical evidence from the voluntary sector. In Proceedings of Human Resource Development Research and Practice Across Europe Conference. Edinburgh, Scotland: Napier University.
Bielous, G.A.(1994). Effective Coaching: Improving marginal performers, Supervision, 55, 3-5.
Blanchard, K., & Shula D.(1995). Everyone’s a Coach. N.Y., Harper Business.
Blum & Naylor, J. C. (1968). Industrial psychology.　New York：Harper & Row.
Burdett, J.O.(1998). Forty things every manager should know about coaching.Journal of Management Development, 17(2), 142-152.
Cambell,J.P.,et al.(1970).Managerial behavior, performance, effectiveness, New York: McGraw-Hill.
Bussing A., Bissels, T., Fuchs, V. & Perrar, K.(1999), A Dynamic Model of Work Satisfaction: Qualitative Approaches, Human Relations. (52), 999-1028.
Campbell, R.B., & Garfinkel, L.M.(1996). Strategies for success. HRM Magazine,41(6), 98-104.
Capozzoli, T.(1993). Developing productive employees. Supervision, 54(10),16-17.
Cleary, M.(1995). You’re the coaching-get the most from your team with this informal but planned-performer. Credit Union Management, 18(9), 40-44.
Cooper, R.(1998). Sentimental value. People Manage, 4,48-50.
Cranny,C.J., Smith, P.C., & Stone, E.F .(1993).Job satisfaction : How people feel about their jobs and how it affect their performance ,MA :Lexington Books.
Cribbin,J.J.(1972).Effective managerial leadership. American Management Association Inc.
Cropanzano, R., D. E. Rupp, & Z. S.Byrne (2003). The Relationship of Emotional Exhaustion to Work Attitudes, Job Performance, and Organizational Citizenship Behaviors. Journal of Applied Psychology, 88(1): 160-169
David, A. S.(2005).Integrating an emotional intelligence framework into evidence-based coaching, In Cavanagh ,M., Grant, A.M. and Kemp , T., (Eds), Evidence-based Coaching (vol.1) : Theory Research and Practice from the Behavioural Sciences. Australian Academic Press, Bowen Hills, 57-68.
Davies, M., Stankov,L., & Roberts, R.D.(1998). Emotional intelligence: In search of an elusive construct. Journal of Personality and Social Psychology, 75, 989–1015.
Evered, R.D., & Selman, J.C.(1989). Coaching and the art of management. Organizational Dynamics, 18(4), 16-32
Edward, L.(2003). Coaching the latest buzzword or a truly effective management tool ? Industrial and commercial training , 35(6/7), 298-332
Ellinger, A.D., Ellinger A.E., & Keller, S.B.(2003). Supervisory coaching behavior employee satisfaction and warehouse employee performance: A dyadic perspective in the distribution industry. Human Resource Development Quarierly,14(4), 135-458.
Fisher, K.(1993). Leading self-directed work teams. New York, NY:McGraw-Hill.
Fournies, F.F.(1978). Coaching for improved work performance. NY : Van Nostrand Reinhold.
Fournies, F.F.(1987). Coaching for improved work performance. NY: Liberty Hall Press.
Garber, P.R.(1993). Coaching: Self-directed workteams. King of Prussia, PA: Organization Design and Development Inc.
Gilley, J. W., 2000. Manager as learning champion. Performance Improvement Quarterly, 13(4): 106-121.
Good, D. J.(1993). Coaching practices in the business-to-business environment. Journal of Business and Industrial Marketing, 8(2), 53-60.
Goleman, D.(1998). Working with Emotional Intelligence. New York: Bantam.
Goleman, D.(2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
Goleman, D.(2001). An EI-based theory of performance. In C. Cherniss & D. Goleman,( eds.), The Emotionally Intelligent Workplace. Available: www.eiconsortium.org.
Graen, G., Novak, M.A., & Somemrkamp, P.(1982). The effects of leader-member exchange and lob design on productivity and satisfaction : Testing a dual attachment model. Organization Behavior and Human Performance, 30, 109-131.
Graham, S. Wedman, J. F., & Garvin-Kester, B.(1993). Manager coaching skills : Development and application. Performance Improvement Quarterly, 6(1), 2-13.
Grant, A.M.(2007). Enhancing coaching skills and emotional intelligence through training. Industrial & Commercial Training, 39(5), 257-266
Hamlin, B., Ellinger A.D., & Beattie, R.S.(2004). In support of coaching models of management and leadership: A Comparative study of empirically derived managerial coaching/facilitating learning behaviors. Human Resource Development International Conference , Austin, TX.
Hargrove, R.(1995). Masterful coaching. San Francisco: Pfeiffer.
Herzberg, F.(1966). Work and the Nature of Man. Cleveland, OH: World Press.
Homans, G. C., (1958). Social Behavior as Exchange, The American Journal of Sociology, 597-606.
Hoppock, R.(1935), Job Satisfaction, NY : Harper and Row.
Jordan, P.J., Ashkenazi, N.M., Hurtle, C.E.J., & Hooper, G.S.(2002). Workgroup emotional intelligence-Scale development and relationship to team process effectiveness and goal. Human Resource Management Review, 12, 195-214.
Keller, K.(2002). Coaching in the library: A management strategy for achieving success ( Metz, R. F.). Library Mosaics, 13(5), 23.
Kinlaw, D.(2000). Encourage superior performance from people and teams through coaching. Women in Business, 52(1), 38-41.
Konovsky, M. A. & Pugh, S. D.(1994). Citizenship behavior and social exchange. Academy of Management Journal, 37(3), 656-669.
Lambert, S. (2000). Added Benefits: The Link between Work-Life Benefits and Organizational Citizenship Behavior. Academy of Management Journal, 43(5), 801-815
Law, K.S.,Wong, C.S., & Song. L.J. (2004). The Construct and criterion validity of emotional intelligence and its potential utility for management studies. Journal of Applied Psychology, 89(3), 483-496.
Leibowitz, Z.B., Kaye, B., & Farren, C.(1986). Overcoming management resistance to career development programs. Training and Development Journal, 40, 77-81.
Locke,E.A.(1976). The Nature and causes of job satisfaction. Handbook of Industrial and Organizational Psychology ,1297-1349.
Longenecker, C., & Pinkel, G.(1997). Coaching to win at work. Manage, 48(2), 19-21.
Maletta, M.J., Anderson, B.H., & Angelini, J.P.(1999). Experience, instruction and knowledge acquisition： a study in taxation. Journal of Accounting Education, 17, 351-366.
Mallinger, M. and J. Banks, 2003. Use emotional intelligence to cope in tough times: How managers can help staff deal with job insecurity. Graziadio Business Review, 6: 1-1.
Maurer, T., H. Pierce & L. Shore (2002). Perceived Beneficiary of Employee Development Activity: A Three-Dimensional Social Exchange Model. Academy of Management Review, 27(3): 432-444
Mayer, J.D., & Salovey, P.(1997). What is emotional intelligence? In P. Salovey & D. Sluyter (Eds.), Emotional development and emotional intelligence: Educational implications ( 3–34). New York: Basic Books.
Mclean, G. N., Yang, B., Kuo, C., Tolbert, A., & Larkin ,C.(2005).Development and initial validation of an instrument measuring coaching skill. Human Resource Development Quarterly, 16(2),157-178.
Meyer, J.P., & Smith, C.A.(2004). New CIPD evidence proves front line leaders mande the difference between low-performing and high-performing firms. Management Services, Vol.48 Issue 3, 6.
Mink, O.G., Owen, K.Q., & Mink, B.P.(1993). Developing high-performance people: The art of coaching. Reading, MA: Addison-Wesley.
Nunnally,J.C.(1978). Psychometric Theory, NY: McGraw-Hill.
Organ, D.W.(1990). The motivational basis of organizational citizenship behavior. Research in Organizational Behavior, 12, 43-72.
Orth, C.D., Wilkinson, H.E., & Benfari, R.C.(1987). The manager’s role as coach and mentor. Organizational Dynamics, 66-74.
Nunnally, J.C.(1978). Psychometric theory, NY: McGraw-Hill.
Palmer, B .(2003). Maximizing value from executive coaching. Optimum Executive Coaching, 2(6), 26-29
Park, S.(2007). Relationships among managerial coaching in organizations and the outcomes of personal learning, organizational commitment, and turnover intention. Unpublished doctoral dissertation University of Minnesota.
Patra, S.(2004). Role of emotional intelligence in educational management.
J. Indian Educ., 30(1), 98-104.
Peters, T., & Austin, N.(1985). A passion for excellence. NY: Random House.
Peterson, D.B., & Hicks, M.D.(1996). Leader as coach: Strategies for coaching and developing others. Personnel Decisions International. Minneapolis: MN.
Peterson, D.B., & Little, B.(2005). Invited reaction : Development and initial validation of an instrument measuring managerial coaching skill. Human Resource Development Quarterly, 16(2), 179-184.
Popper, M., & Lipshitz, R.(1992). Coaching on leadership. Leadership and Organization Development Journal, 13(7), 15-18
Porter, L.W., & Lawler, E.E.（1968）.Managerial Attitudes and Performance.Homewood, IL: Dorsey Press.
Porter, L.W., Steers, R.M., Mowday ,R.T., & Boulian, P.V.(1974). Organization commitment, job satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology, 59, 603-609
Redshaw, B.(2000). Do we really understand coaching ? How can we make it work better? Industrial and Commercial Training, 32(3), 106-108.
Reiss, K.(2004). Coaching for leadership. Leadership, 33(3), 34-36.
Robbins,S.P.(1996). Organizational behavior .Englewood Cliffs, New Jersey: Prentice-Hall International Inc.
Robbins, S.P., & Judge, T.A.(2006). Organizational behavior. New Jersey: Prentice-Hall Inc.
Rupp, D. E., & R. Cropanzano (2002). The Mediating Effects Of Social Exchange
Relationships In Predicting Workplace Outcomes from Multifoci Organizational Justice. Organizational Behavior and Human Decision Processes, 89(1): 925-946.
Salancik, G.R., & Pfeffer, J.(1977). An examination of need-satisfaction models of job attitudes. Administrative Science Quarterly, 22, 427-456.
Salovey, P., & Mayer, J. D.(1990). Emotional intelligence. Imagination,Cognition and Personality, 9(3), 185–211.
Schermerhorn, J.R., Hunt, J.G. & Osborn, R.N.(1996). Organizational behavior. NY: John Wiley & Sons.
Seashore, S.E., & Taber, T.D.(1975). Job satisfaction indicators and their correlates. The American Behavioral Scientist, 18, 333-368.
Smith, P.C., Kandall, L.M.,& Hulin, C.L.(1969). Measurement of satisfaction in work and retirement. Chicago : Roud Mcually.
Spector, P.E.(1997). Job satisfaction: Application, assessment, causes, and consequences. Thousand Oaks, CA: SAGE.
Storey, A.M.(2003). Bringing head and heart to coaching. Organizational Development Journal, 21(2): 77-81.
Stowell, S.(1998). Coaching: A commitment to leadership. Training & Development Journal, 42, 34-38.
Tekleab, A. G., R. Takeuchi, & M. S. Taylor (2005). Extending the Chain of Relationships among Organizational Justice, Social Exchange, and Employee Reactions: The Role of Contract Violations. Academy of Management Journal, 48(1): 146-157.
Tichy,M.N.,& Cohen, E.(1997). The Leadership Engine─How Winning Companies Build Leaders at Every Level, NY : Harper Business
Tichy, M.N., & Cohen, E.(1998). The teaching organization, Training & Development, Jul, 27
Weiss, D.J., Davis., R.V., England, G.W., & Lofgurist, L.H.(1967). Manual for the Minnesota Satisfaction Questionnaire. Minneapolis, Minnesota: University of Minnesota Industrial Relations Center.
Wong, C.S., & Law, K.S.(2002). The effects of leader and follower emotional intelligence on performance and attitude: An exploratory study. The Leadership Quarterly, 13, 243-274.
Wharton, A.S.(1993). The affective consequences of service work : Managing emotions on the job. Work and Occupations,20(20), 205-232.
Vroom, V.H.(1964). Work and motivation. NY：John Wiley & Sons.
Yarnall, J.(1998). Line managers as career developers: rhetoric or reality ? Personnel Review, 27(5), 378-395.
Zemke, R.(1996). The corporate coach. Training, 33(12), 24-28.

指導教授

郭敏珣

審核日期

2011-7-26

推文