主管教練行為對員工建言行為之影響-以信任與建言自我效能為中介變項;Managerial coaching and employees′ voice behavior – the mediating effects of trust and voice self-efficacy

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题名:	主管教練行為對員工建言行為之影響-以信任與建言自我效能為中介變項;Managerial coaching and employees′ voice behavior – the mediating effects of trust and voice self-efficacy
作者:	江屏樺;Chiang,Ping-Hua
贡献者:	人力資源管理研究所
关键词:	教練行為;信任;建言自我效能;建言行為;Managerial coaching;employees′ voice behavior;trust;voice self-efficacy
日期:	2016-06-27
上传时间:	2016-10-13 11:21:23 (UTC+8)
出版者:	國立中央大學
摘要:	隨著現在的環境越來越複雜，對組織而言，必須不斷地創新與改善才能在競爭激烈的環境中生存。Morrison(2011)認為來自於內部員工提供的建議是促進組織創新的重要關鍵。因此，組織除了重視人力資源外，員工的建言行為亦是不可或缺的重要因子。　　本研究主要是以員工所認知的管理教練行為為自變項，以員工建言行為為依變項，並以信任及員工建言自我效能為中介變項，探討上述變項之關係。　　本研究透過問卷調查台灣服務業的服務人員進行調查，總計315名員工參與調查，共取得298 份有效問卷。研究發現，主管教練行為與員工建言行為有正向影響；主管教練行為對於信任及建言自我效能具有正向影響；建言自我效能對於建言行為具有預測力；建言自我效能在主管教練行為與建言行為之間也具有中介效果。　　根據本研究結果，建議可加強發展主管管理教練行為，以提升員工對主管的信任和建言自我效能，且透過提升建言自我效能能夠促進員工的建言行為。本文最後，針對研究過程中的限制進行討論，並提出未來研究方向。 ;In recent year, the business environment has changed rapidly; therefore, organizations need to be innovated and improved constituently. Morrison (2011) indicated that suggestions from employees are the key to improve the organization. So, the organization should not only focus on human resource but also on employee voice. Based on these previous researches, this study attempts to study the relationship between managerial coaching behavior and employee voice behavior, using trust and voice self-efficacy as mediators. 　　This study is aimed at employees of the service industry. There are 315 surveys were sent out, and 298 of them are effective. The following results were obtained based on statistical analysis by the effective samples: First, managerial coaching behavior is positive relative to employee voice behavior. Second, voice self-efficacy can predict voice behavior. Third, voice self-efficacy mediates the positive relationship between managerial coaching behavior and voice behavior. 　　Based on the result of this study, we suggest that organizations could use training and development activities to improve managerial coaching behavior as it would enhance the employees’ trust to supervisors and therefore increasing their voice self-efficacy, which can lead to raising voice behaviors of employees. 　　Limitations and future research guidance are also given in the last part of this study.
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