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  • 學位論文

公部門運用師徒制之研究-以交通部鐵路改建工程局工作教練為例

The Study in the Manpower Application of Government Mentoring System : A Case of Railway Reconstruction Bureau, Ministry of Transportation And Communications' Work-Coach System

指導教授 : 陳金貴
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摘要


教練(Coach)/導師(Mentor)制度已經被證明是人才培育,甚至是發展領導力的重要機制,除了可以幫助新人快速融入組織文化,並協助擔任教練/導師者,能有系統整理自己的專業與經驗,透過幫助他人的過程,提升自我的領導能力最佳選擇。 本研究採用質化研究,以交通部鐵路改建工程局參與工作教練制度相關利害關係人為研究對象,目的在檢視個案近年來面臨組織改造及人力多元化的挑戰,除了原配合高普考新進人員訓練計畫中「輔導員」外,並融入新世代師徒關係中的小組師徒制、同儕師徒制及情境師徒制等特性外,更進一步結合教練制度,發展符合個案機關特性本位師徒制-工作教練制度冀能活化工程機關人力資產,促成公務經驗及軌道專業技術快效傳承移轉,進而創造個人成長與組織發展上之雙贏。 根據上述研究目的本研究提出下列具體政策建議: 一、 對於交通部鐵路改建工程局之建議:1.持續推動並全面擴散;2.成立教練團及教練認證制度;3.完成工作教練評核機制;4.編列適當預算經費;5.建立客製化核心職能分析;6.定期辦理工作教練交流活動;7.建置職務學習地圖;8.建立獎勵與誘因機制。 二、 對於公部門之建議:1.加強產學合作,並提供軌道工程實習機會;2.師徒制推動第一步,機關首長支持、倡導;3.提供相關訓練課程並出版師徒制方案手冊;4.「為徒-為師-為徒」雙向師徒學習循環。

並列摘要


Coaching / Mentoring has been proven to be very successful for personnel training and even an important method for the development of leadership. This system can help newcomers quickly integrate into the organization's culture and assist a coach / mentor to organize their own professional ability and experience with a systematic approach. This system is the best choice for raising self-leadership through the process of helping others. This study used the qualitative research to the staff of Railway Reconstruction Bureau, MOTC, who involved in the work-coach system for the study. The purpose of the study is to review these staff who have been facing the adjustment of their organization and personnel diversity challenges in the recent years. In this study, originally with the counselor in a training project for the new staff who passed the civil service examinations, the coach-apprentice relationship of the new generation of group mentoring relationship, colleague mentoring, and other situational characteristics, we combined the coaching to develop work-coach system in line with the characteristics of Railway Reconstruction Bureau. We hope this system can activate the manpower assets of Rail Engineering Bureau, promote the transfer of official experiences and professional railway technology quickly, and finally create a win-win policy on the personal growth and organizational development. Based on the conclusions above, the specific recommendations are put forth as follows: First, the proposal to the Railway Reconstruction Bureau, MOTC: 1. Continuing to promote and spread ; 2. Establishing coaches and coach certification system; 3. Completing work-coach assessment system; 4. Making provision of adequate budgetary; 5. Building system analysis of the core functions; 6. Coaching for work regularly exchange activities; 7. Building job of learning map; 8. Establishing rewarding and incentive mechanisms. Second, the recommendation of the public sectors: 1.Enhancing the cooperation and providing rail engineering newcomers internship opportunities; 2. Promoting the first step of mentoring and catching the support of Director General ; 3. Providing relevant training courses and publication of mentoring programs; 4. Providing two-way mentor learning cycle " For the mentee - as the mentor - as the mentee".

參考文獻


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