教練行為與團隊效能之關聯性探討─以團隊績效流程為中介變項

Team Performance Process as Mediator of Coaching Behavior and Team Effectiveness

周育民(Yu-min Zhou)

指導教授 ： 郭敏珣

國立中央大學/管理學院/人力資源管理研究所/碩士(2014年)

摘要

本研究目的為推論與驗證Hackman & Wageman (2005)提出的團隊教練理論，該理論認為團隊績效流程在團隊教練與團隊效能的關係中扮演中介角色，本研究將採用教練行為作為因素，由於教練行為涵蓋範圍包含團隊教練，而本研究採取專案團隊作為研究樣本，其中，工研院專案團隊內部之實行制度符合教練行為指標，推論此情況中，教練行為能促使團隊效能提升。研究樣本來源為工研院110組專案團隊。迴歸分析的結果顯示，一、教練行為正向影響團隊效能；二、教練行為正向影響團隊績效流程；三、團隊績效流程對團隊效能有正向影響；四、團隊績效流程中介教練行為與團隊效能間的關係。
其中，本研究採取分群樣本：團隊管理者與團隊成員，顯示教練行為對於團隊效能的關係中，以團隊管理者角度而言，團隊績效流程具完全中介效果；以團隊成員角度而言，團隊績效流程具部分中介效果。
本研究建議團隊管理者可以藉由展現教練行為來改善團隊運作的流程，亦可提升團隊效能。團隊管理者應縮小團隊成員內所認知教練行為的差距，進行溝通，花費較少心力於組織限制與團隊設計上，使團隊成員能接受教練行為，促使教練行為有效用地提升團隊內部流程。

關鍵字

教練行為 ； 團隊績效流程 ； 團隊效能 ； 工研院

並列摘要

The purpose of this study was to examine and inference the theory of team coaching which is the mediating effect of team performance process on the relationship between team coaching and team effectiveness (Hackman & Wageman, 2005), the study use coaching behavior as factor cause team coaching is one factor as coaching behavior and the sample in this study are in project team form. 110 valid project team samples were taken from ITRI. Regression analysis results showed that (1) coaching behavior positively influences team effectiveness (2) coaching behavior positively influences team performance process, (3) team performance process positively influences team effectiveness, and (4) team performance process as mediator of coaching behavior and team effectiveness.
The study divide sample in two parts, team manager and team members. As the coaching behavior using in project team. The results show that team performance process partially mediates the relationship between coaching behavior and team effectiveness in team members view and team performance process fully mediates the relationship between coaching behavior and team effectiveness in team managers’ cognitive thinking.
Implications suggested that team managers could enhance team effectiveness and team performance process by facilitating coaching behavior, and reduce the gap between manager and members. Manager could make employee accept and use coaching behavior, and communication ,personality and other factor could make team atmosphere change.

並列關鍵字

Coaching Behavior ； Team Performance Process ； Team Effectiveness ； ITRI

參考文獻

Peng, T. G., Gau, Y. T. & Lin, J. C. (2006). Common Method Variance in Management Research: Its Nature, Effects, Detection, and Remedies. Journal of Management, 23(1), 77-98.

Bartko, J. J. (1966). The intraclass correlation coefficient as a measure of reliability. Psychological reports, 19(1), 3-11.

Barrick, M. R., Stewart, G. L., Neubert, M. J., & Mount, M. K. (1998). Relating member ability and personality to work-team processes and team effectiveness. Journal of applied psychology, 83(3), 377.

Baron, Reuben M, & Kenny, David A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of personality and social psychology, 51(6), 1173.

Chin-Yun, L., Long-Sheng, L., Ing-Chuang, H., & Kuo-Chin, L. (2010, November). Exploring the moderating effects of LMX quality and differentiation on the relationship between team coaching and team effectiveness. In Management Science and Engineering (ICMSE), 2010 International Conference on (pp. 886-892). IEEE.