| DC 欄位 |
值 |
語言 |
| DC.contributor | 人力資源管理研究所在職專班 | zh_TW |
| DC.creator | 楊芬華 | zh_TW |
| DC.creator | Fen-hwa Yang | en_US |
| dc.date.accessioned | 2009-7-2T07:39:07Z | |
| dc.date.available | 2009-7-2T07:39:07Z | |
| dc.date.issued | 2009 | |
| dc.identifier.uri | http://ir.lib.ncu.edu.tw:444/thesis/view_etd.asp?URN=964307004 | |
| dc.contributor.department | 人力資源管理研究所在職專班 | zh_TW |
| DC.description | 國立中央大學 | zh_TW |
| DC.description | National Central University | en_US |
| dc.description.abstract | 近年來有越來越多的企業開始注重人才的發展，而360度回饋評量則是被企業廣泛運用來協助員工瞭解自己、進行自我才能發展的工具。儘管在許多人力資源的研究報告中都說明360度回饋是提升領導才能的一項重要的工具，然而企業在推行360度回饋評量時仍要特別關心及留意幾個癥結點，才能讓360度回饋評量的推行達到其最大化的功效。
本研究針對某國際運輸公司推動360度回饋評量來提升管理職同仁領導才能的推動過程，探討對受評者而言，影響其對360度回饋制度的接受性及領導才能改變意願的影響因素。研究結果發現，受評者對於「組織後續支持」、「給予責任知覺」、「系統效用」及「評估者能力」的知覺，對受評者的360度回饋制度的接受性知覺有顯著影響；而受評者對於「評鑑溝通」、「組織後續支持」、「給予責任知覺」與「問卷內容設計」的知覺，對受評者領導才能發展意願有顯著的影響。本研究同時也根據研究結果提出360度回饋制度的推動，組織後續的支持及發展活動與資源的提供，對於領導才能的提升及對360度回饋的接受性有非常重要的管理意涵，對個案公司而言，後續推行的成功關鍵則是要執行評估者訓練以提升評估者能力，同時在執行後則要持續提供後續支持並給予責任知覺以確保其執行成效。
| zh_TW |
| dc.description.abstract | Recently, more and more organizations around the world are paying the high attention on people development, they are using multisource, or 360-degree feedback as the tool to assist the employees to know their own leadership styles and create the opportunities for further development. Although many human resources researches indicate that multisource is an important mechanism for leadership development, however, organizations must attend to and address several issues in order to maximize the utility of multisource feedback.
The purposes of this study were to investigate the implementation process of 360 degree feedback system for achieving the objective of leadership development in one case study of one international transportation company. This research is to study the key factors to influence the perception of acceptance for 360 degree feedback, and the intention of leadership development to the ratees. The research indicates that the ratees’ perception of 「organization further support」、「giving accountabilities」、「the effectiveness of system」 and 「the capabilities of raters」have the positive impact to the perceptive acceptance of 360 degree feedback；and the ratees’ perception of 「assessment objective communication」、「organization further support」、「giving accountabilities」and「questionnaire design」 have the significant influence to the intention of leadership development. In the meanwhile, the research also proposes the lesson learn from the managerial point of view and the suggestions to the company as the reference for the implementation enhancement in the future.
| en_US |
| DC.subject | 領導力發展意願 | zh_TW |
| DC.subject | 360度回饋接受性 | zh_TW |
| DC.subject | 360度回饋制度 | zh_TW |
| DC.subject | 受評者自我知覺 | zh_TW |
| DC.subject | ratees’ intention of leadership development | en_US |
| DC.subject | ratees’ perception of acceptance | en_US |
| DC.subject | 360 degree feedback | en_US |
| DC.subject | ratees’ self-awareness | en_US |
| DC.title | 領導力才能評鑑360度回饋制度推動之探討-以某國際運輸公司為例 | zh_TW |
| dc.language.iso | zh-TW | zh-TW |
| DC.title | The implementation of Leadership Assessment Tool，360-degree Feedback – case study on one international transportation company. | en_US |
| DC.type | 博碩士論文 | zh_TW |
| DC.type | thesis | en_US |
| DC.publisher | National Central University | en_US |