特勤單位主管與部屬知識移轉對工作效能影響之研究：以師徒關係為中介變項

論文提要內容：二十一世紀經濟全球化、自由化與知識經濟的發展，傑出人才是一國競爭力提升與研發新產品及新技術最重要的來源。而特勤工作最重要的是知識經濟，延續專業知識技能，分享執行工作時各種經驗，因為歷史總是會不斷的重演，從前人的失敗中記取教訓，化為前進的力量，確保執行任務萬全。人才是國力的根本，賴明峰（2014）就認為一個人的核心能力是指執行某種特定的工作時所應具備的關鍵能力。Nonaka（1995）指出「內隱知識」在特別情境中，個人的較難以形式化和溝通。本研究探討特勤單位主管與部屬知識移轉和師徒關係，對工作效能之影響，期能對特種勤務之專業編組、訓練、歷練經管、及輪調制度有所助益。本研究以特勤單位及相關編組（含軍、憲、警）為受測對象，根據理論基礎建立研究架構與假設，並採取便利抽樣與滾雪球抽樣進行問卷調查，共回收 315 份有效問卷，經由迴歸分析和變異數分析等統計方法來驗證各研究假說，研究結果顯示如下：一、假設一獲得支持:特勤單位主管與部屬知識移轉對於師徒關係具有顯著正向影響。二、假設二獲得支持:特勤單位主管與部屬知識移轉對於工作效能具有顯著正向影響。三、假設三獲得支持:特勤單位主管與部屬師徒關係對知識移轉與工作效能有顯著正向中介作用。四、假設四獲得支持:不同的人口統計變項的工作者在知識移轉、工作效能及師徒關係上有顯著差異。本研究提供管理應用觀點給特勤組織管理者，對知識移轉之態度愈正向，其工作效能愈高；師徒關係心理層面助益，影響其工作效能發展；藉由師徒關係調適工作壓力，營造良好工作環境，增進工作效能；管理者應營造「以單位為家」之和諧安樂工作環境，藉由師徒關係的關懷，充分關心部屬，使其受引導與影響相互支持，提升工作效能。

關鍵字

知識移轉；工作效能；工作壓力；師徒關係

並列摘要

In the 21st century, with the development of economic globalization, liberalization and knowledge-based economy, the talent people have become the most significant source of reinforcement for national competitiveness and cultivation of new products and techniques. In terms of special duties, knowledge economy turns out to be the most crucial element. It’s essential to pass on the expertise, sharing the experiences from past accomplishments to learn and better ensure the full completion of all missions,as the history will repeats itself. The talent people are the foundation of national power. Lai, Ming-Feng (2004) considers one’s core ability to be a must-have critical ability while executing certain tasks. In addition, Nonaka (1995) indicates that under specific circumstances, implicit knowledge becomes hard to formalize, making one difficult to negotiate and communicate. Thus, we would like to explore the impact of knowledge transfer between supervisors and subordinates of special service organizations on work efficiency, hoping to conduce to the professional assembly, trainings, management and rotation system of special operations. The study took special service organizations and other related organizations as subjects of this study, including the military, the military police and the police. And we established the conceptual framework and hypotheses based on a set of theories. A total of 315 valid samples were collected through snowball sampling and convenience sampling. By implementing descriptive statistics,hierarchy regression analysis and ANOVA, the result of this study can be concluded as the following: 1. There is a significant positive influence on mentorship by knowledge transference between supervisors and subordinates of special operations units. 2. There is a significant positive influence on work effiectiveness by knowledge transfer between supervisors and subordinates of special service organizations. 3. There is a significan positive partial mediating effect of influence on knowledge transference and work effiectiveness through mentorship between supervisors and subordinates of special service organizations. 4. There are partial significant difference on workers’ knowledge transference, work effiectiveness and mentorship by different demographic variables. Finally, we provide some application management viewpoints to managers of special operation organizations, for example, the more positive the attitude towards knowledge transference, the higher the work effiectiveness will be and the mental aspect of the mentorship affects the development of work efficiency. Through mentorship, we can adjust work stress, create great atmosphere for work and improve work effiectiveness. Managers should create a sound working environment and make the workplace feel like home. Moreover, managers should also show their care toward subordinates through mentorship to enhance the organizational commitment and support, and to reinforce work effiectiveness..