管理教練技能、工作績效與可信任度之關係探討─以壽險業為例

The Relationships among Managerial Coaching Skills, Job Performance and Trustworthiness in the Industry of Life Insurance

潘彥如(Yen-ju Pan)

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(2012年)

摘要

近十年來，管理教練制度不論是在理論研究或實務管理上都備受關注。管理教練的應用被視為是一種組織發展的策略，透由主管與員工間互動的過程來促進員工發展及提升績效。根據相關研究指出，主管與員工間的信任足以影響管理教練技能的成功與否，但實證研究方面，探討管理教練技能與信任之間關係的文獻卻相當缺乏。
社會交換理論為本研究之理論基礎，目的為檢視壽險產業中管理教練技能(managerial coaching skills) 與員工工作績效包括角色內績效(in-role performance)、對個體的利他行為(OCBI)和對組織的奉獻行為(OCBO)之間的關係，並以部屬認知到主管的可信任度(Trustworthiness) 作為調節變項。
本研究以280份有效配對問卷進行分析，結果發現：(1) 管理教練技能對於部屬的對個體的利他行為與對組織的奉獻行為有正向影響；(2) 部屬認知到主管的可信任度在管理教練技能與對個體的利他行為或對組織的奉獻行為間存在正向調節效果；(3) 部屬認知到主管的可信任度在管理教練技能中的領導發展(lead development)與對個體的利他行為存在正向調節效果；(4) 部屬認知到主管的可信任度在管理教練技能中的鼓勵多樣性(encourage diversity)與對個體的利他行為存在負向調節效果；(5) 部屬認知到主管的可信任度在管理教練技能中的促進相互理解(facilitate mutual understanding)與對組織的奉獻行為存在正向調節效果。結論與意涵指出，在壽險產業中實施管理教練制度時，信任關係會直接影響部屬的績效，且管理教練技能可以有效的提升員工的角色外行為。

關鍵字

可信任度 ； 工作績效 ； 管理教練技能

並列摘要

Managerial coaching has drawn considerable attention both in theory-based research and in performance-driven organization since the past decade. As a strategy of organization development, the concept of manager as coach is adopted to develop employees and improve performance. Accordingly, trust is considered as the crucial element in the process of managerial coaching, yet there is little empirical research investigating the impact of trust in the coaching relationship.
This study aims to examine the linkage between managerial coaching skills and employees’ job performance including in-role performance, organizational citizenship behavior individual (OCBI), and organizational citizenship behavior organization (OCBO), with the moderating effect of manager’s trustworthiness perceived by employees based on social exchange theory in the industry of life insurance.
The findings based on 280 dyad surveys reveal (1) managerial coaching skills are positively related to employees’ OCBI and OCBO, (2) the positive moderating effect of trustworthiness exists in the relationship between managerial coaching skills and OCBI or OCBO in the industrial context, (3) the positive moderating effect of trustworthiness appears in the relationship between leading development and OCBI, (4) trustworthiness negatively moderates the relationship between encouraging diversity and OCBI, and (5) trustworthiness positively moderates the relationship between facilitating mutual understanding and OCBO. Implications suggest enabling trust in coaching relationship is critical to subordinate’s performance, and managerial coaching effectively contributes to employees’ extra-role behaviors in the industry of life insurance.

並列關鍵字

Job Performance ； Managerial Coaching Skills ； Trustworthiness

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