國民中學內部行銷在教師專業成長應用之研究-以北高兩市為例

A study of Internal Marketing for Junior High School Teachers' Professional Growth Application --- in Taipei City and Kaohsiung City

莊若梅(Ruo- Mei Chuang)

指導教授 ： 張明輝

國立臺灣師範大學/教育學院/教育政策與行政研究所/碩士(2007年)

摘要

本研究主要是探究臺北市與高雄市國民中學內部行銷在教師專業成長應用之研究。本研究之研究目的為：一、瞭解北高兩市國民中學內部行銷在教師專業成長應用之現況。二、瞭解北高兩市國民中學內部行銷在教師專業成長應用之困境與因應策略。三、綜合研究結果，提出具體建議，俾供有關單位及人員之參考。
為達上述研究目的，本研究係採用問卷調查法進行研究，首先蒐集與研讀相關文獻，以建立本研究之理論架構，後編製「國民中學內部行銷在教師專業成長應用之調查問卷」，作為調查研究工具，針對臺北市與高雄市48所公立國民中學校長、教師兼主任或組長及教師（導師及專任教師）進行調查。共計發出720份問卷，回收問卷456份，剔除無效問卷9份，總計有效問卷為447份，問卷回收率達62.1%。
綜合文獻探討以及調查研究結果，本研究獲得下列結論：
ㄧ、整體而言，臺北市與高雄市國民中學內部行銷在教師專業成長應用現況大致良好，其中以「激勵成長」層面最高，「溝通網絡」層面最低。
二、不同性別、學校地區、學校規模的學校成員，對內部行銷在教師專業成長應用現況之知覺有顯著差異。
三、不同服務年資、職務之學校成員，對內部行銷在教師專業成長應用現況之知覺有顯著差異。
四、不同任教領域的學校成員，對內部行銷在教師專業成長應用現況之知覺意見普遍相同。
五、國民中學內部行銷在教師專業成長應用的主要困境，為「教師同仁與參與教師專業成長相關活動之動機不足」、「行政同仁業務繁重，無暇從事教師專
業成長之推展工作」與「教師沒有足夠時間參與各項專業成長活動」。
六、教師兼組長者、導師及專任教師，對於國民中學內部行銷在教師專業成長應用於校內宣傳與行政推動方面之困境的知覺程度高於校長與教師兼主任者。
七、臺北市國民中學學校成員，對內部行銷在教師專業成長應用於困境方面之知覺高於高雄市國民中學學校成員。
八、國民中學內部行銷在教師專業成長應用的主要因應策略，為「因應教師的不同需求，規劃不同的專業成長內容與方式」、「建立回饋機制，隨時瞭解教師對於成長活動之滿意情形」與「鼓勵教師以小組團隊方式進行教師專業成長」。
九、兼任行政職務之教師對於國民中學內部行銷在教師專業成長應用於校內宣傳與行政運作方面之因應策略的知覺程度高於導師與專任教師。
十、高雄市國民中學學校成員，對內部行銷在教師專業成長應用於校內宣傳方面之因應策略之知覺程度高於臺北市國民中學學校成員。
根據本研究所獲之結論，研究者針對教育行政機關、學校、教師及未來研究者提出相關建議。

關鍵字

內部行銷 ； 國民中學 ； 教師專業成長

並列摘要

This objectives of this research are: first, to investigate the current status of internal marketing for junior high school teachers' professional growth application in Taipei city and Kaohsiung city; second, to understand the difficulties and feasible strategies in internal marketing for junior high school teachers' professional growth application in Taipei city and Kaohsiung city , and finally, to provide suggestions for educational authorities, schools and teachers.
The method adopted for the research was questionnaire survey. Based on the results drawn from the literature review, a questionnaire named “The questionnaire for internal marketing for junior high school teachers' professional growth application” was developed. Questionnaires were delivered to principals, teachers with administrative position and teachers in 48 public junior high schools in Taipei city and Kaohsiung city. 447 of the 720 questionnaires sent out were effective.
The conclusions derived from the literature review and the questionnaire survey are as follows:
1. Generally speaking, the current status of internal marketing for junior high school teachers' professional growth application in Taipei city and Kaohsiung city demonstrates good progress.
2. There is significant difference toward the role perception of the current status of internal marketing for junior high school teachers' professional growth application between the school staff’s gender, seniority, position, school location and school scale.
3. There is no significant difference toward the role perception of the current status of internal marketing for junior high school teachers' professional growth application between the school staff’s professional subject.
4. The main difficulties confronted by internal marketing for junior high school teachers' professional growth application are “school staff lacks of motives to participate in teachers’ professional growth activities”, “teachers with administrative position are too busy with their work to deal with the promotion of teachers’ professional growth ” and “ teachers don’t have enough time to take part in any activities of professional growth.”
5. As to the difficulties confronted by internal marketing for junior high school teachers' professional growth application, the crisis perception of section leaders and teachers is higher than that of division directors and of principals.
6. In Taipei city junior high school staff’s perception of the difficulties in internal marketing for junior high school teachers' professional growth application is higher than that in Kaohsiung city.
7. The main feasible strategies in internal marketing for junior high school teachers' professional growth application are “school should plan a variety of programs for professional growth to satisfy teachers’ needs ”, “school should establish the feedback mechanism” and “ school should encourage staff to carry on teachers’ professional growth in a group team .”
8. As to perceiving the strategies of dealing with the crises, the perception of principals, of division directors, or of section leaders is higher than that of teachers.
9. In Kaohsiung city junior high school staff’s perception of the strategies in internal marketing for junior high school teachers' professional growth application is higher than that in Taipei city.
According to the research outcomes, the researcher provides suggestions to educational authorities, schools, teachers, as well as future relative researches.

並列關鍵字

internal marketing ； junior high school ； teachers' professional growth

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