企業探索訓練之成效研究

本研究以某公司的北區職業駕駛為研究對象，探討企業探索訓練之成效研究，瞭解參與者團隊凝聚力及組織溝通之改變情形以及其影響原因，進而根據研究結果提供企業界參考探索訓練模式之建議。為達研究目的，本研究於量化統計量表的部分將依照吳崇旗、巫昌陽(2008)所擬定的「團隊凝聚力量表」，此量表為「團隊凝聚力」單一構面；「組織溝通」將參酌李元墩、蔡文淵(1998)在臺灣建構之「企業員工溝通滿足量表」來探討。參與企業探索訓練人數為250位，採用群集隨機抽樣之方式，於課前、課後隨機抽樣施測量表數量為90份，實得有效樣本為80份後，進行相依樣本t檢定分析瞭解訓練前後之變化。質性的部分，將於6梯次訓練中，各梯次採立意抽樣1名職業駕駛，實得有效樣本6位，透過與半結構式訪談題目及量化資料的輔助，來探討影響「團隊凝聚力」及「組織溝通」的原因，茲將研究結果分述如下。一、企業探索訓練有助於提升北區職業駕駛的團隊凝聚力。施測量表後得知，前測與後測平均值有顯著差異(t(79)=-4.769，p=0.008，es=0.326)，由效果量顯示得知，有輕度至中度的正向改變。透過訪談後，發現影響團隊凝聚力之原因可分為「團隊任務之影響」之面向，其影響因子為「富趣味性的活動」、「團隊共同的目標」、「相互交流與願意嘗試」等三項；另一面向為「個人意願之影響」，其影響因子為「自我本身的特質」、「引導的問句，促發自我反思」、「同儕的相互影響」等三項。二、企業探索訓練有助於提升北區職業駕駛的組織溝通。施測量表後得知，前測與後測平均值有顯著差異(t(79)=-9.387，p=0.000，es=0.512)，由效果量顯示得知，有中度的正向改變。透過訪談後，發現影響組織溝通之原因可分為「平行溝通之影響」之面向，其影響因子分為「說與聽之間的釐清」、「個人應對的態度」等二項，另一面向為「斜行溝通之影響」，其影響因子則是「任務目標的達成」、「成員之間的熟識度」等二項。

關鍵字

企業探索訓練；探索教育

並列摘要

In this study, professional drivers from a company in the Northern District were adopted as research participants. The research on the effectiveness of corporate adventure training was explored to gain an insight into participant team cohesion, changes in organizational communication, and the impact factors. Based on the research results, recommendations on exploratory training models were provided to the business community as references. In order to achieve the research objective, the quantitative statistical scale was based on the “team cohesion scale” formulated by Wu Chung-Chi and Wu Chang-Yang (2008). This scale is a single “team cohesion” dimension; “organizational communication” was explored in reference to the “enterprise employee communication and satisfaction scale” constructed in Taiwan by Li Yuan-Tun and Tsai Wen-Yuan (1998). 250 persons participated in the enterprise exploratory training. The cluster random sampling method was adopted. There were 90 copies randomly sampled and administered before and after the class. After obtaining 80 copies of effective samples, the dependent sample t-test was conducted to understand changes before and after the course. For the qualitative part, from the six batches of the course, purposive sampling was adopted to randomly collect one professional driver from each batch, accounting for six effective samples in total. Through the semi-structured interview questions supplemented by quantitative data, the reasons affecting “team cohesion” and “organizational communication” were explored. The research results are described as follows: (1)Corporate adventure training is conducive to the enhancement of team cohesion among the professional drivers in the Northern District. After the scale was administered, it was found that the average values of the pre-test and post-test showed significant differences [t(79) = −4.769，p = 0.008，es = 0.326]. The effect size shows slight to moderate positive change. After the interviews, it was found that the reasons affecting team cohesion could be divided into dimensions: “impact of team tasks”, which include three impact factors: “interesting activities”, “common team goals”, and “mutual exchange and willingness to attempt”; “impact of personal willingness”, which include three impact factors: “characteristics of the self”, “guided questions to elicit self-reflection”, and “peer influence”. (2)Corporate adventure training is conductive to the enhancement of organizational communication among the professional drivers in the Northern District. After the scale was administered, it was found that the average values of the pre-test and the post-test showed significant differences [t(79) = -9.387，p = 0.000，es = 0.512]. The effect size shows moderate positive change. After the interviews, it was found that the reasons affecting organizational communication could be divided into dimensions: “impact of parallel communication”, which include two impact factors: “clarification between speaking and listening” and “personal coping attitude”; “impact of oblique communication”, which include two impact factors: “accomplishment of task goals” and “degree of familiarity among members”.