Store managers' career track and transformative learning: Using Starbucks as an example
統一星巴克 ； 轉化學習 ； 職涯歷程 ； President Starbucks Coffee Corp. ； career portfolio ； transformative learning
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本研究因為者的興趣，以及任職於星巴克經驗了解門市店 經理歷許多的角色轉變程，並處於獨特且元發展階段因此本研究以服務於統一星巴克門市店經理為研究對象。 本研究採用質性作為取向，以深度訪談之半結構式法進行資 料收集，以立意抽樣的方式選取三位門市店經理進行訪談從中瞭解理在職涯發展中的轉變歷程、探討及歸納門市店經化學習事件並分析促使門市店經理轉化學習的因素。 研究結果有以下三點發現： 一、店經理在職涯發展中的轉變歷程，主要是由挫折開啟化呼應Mezirow MezirowMezirow (1991) 提出的轉化學習理論，一個令人震撼困境或事件將 會促使個體進行轉化，但 Mezirow MezirowMezirow (1991) 陸續修正相關理論，並說明 十個階段不必然都會發生，也沒有順序可言。本研究透過三 位受訪者 在其職涯發展中的轉變歷程探討，雖然經不同挫折或困境但歸納其遭遇的事件，同樣都經歷期、反思及轉變行動等三個時期。 二、店經理的轉化學習內涵：三位受訪者都在職涯發展中，晉升管角色時遭遇困境或挫折，呼應 IsopahkalaIsopahkala IsopahkalaIsopahkala Isopahkala -BouretBouret Bouret Bouret(2010) (2010) 的研究發現，個體 經歷管理角色的轉換期，也就是自我化過程。不同本研究之受訪者在兼任講師或咖啡大時也同樣經歷轉化學習的過程。 三、店經理的轉化學習促進因素：呼應陳秀琴 (2009) 的研究發現，促進轉 化學習的因素 ，主要有內部(個人 )和外部因 素(他人和環境 )兩 種，本研究發現還有正向力量的鼓舞同樣是促進轉化學習生因素之一。 根據上述的研究發現，本建議有以下二點： 一、對星巴克的建議：轉化學習是門市夥伴在職涯發展晉升中重要歷程，若能協助夥伴進行轉化將減少離職的發生同時降低人力訓練成本；促進因素主要為認同感與目標，若能加強公司和夥伴間的認同感與連結，將能讓夥伴更願意為公司付出達成營運晉升目標而努力，對夥伴來說這也是一種自我實現的過程。 二、對夥伴的建議：在職涯發展中，轉化學習是必經過程若能進行反思，考遭遇挫折和困境的原因 ，並和家人、朋友夥伴討論以獲 得人際脈絡的支持，轉變自己想法嘗試整合過去經驗和新觀點作結合，培養解決問題的能力不怕失敗經驗並從中學習將有效扮演新的角色並發展人際關係。
The study is based on the interesting of author, whose working experience in Starbucks. The research was focus on the managers of Starbucks coffee shop that explores the managers experiencing, especially in facing many changes of their working roles. The research itself is a case study of qualitative research, and it adopts semi-structured interviewing techniques of in-depth interview to collect data, purposive sampling method to select three outlets manager interviews. The author understood the process of the shop managers’ transformative learning in their career, discovered and summarized the transformative learning incidents of the shop managers, moreover, analyzed the factors which promote the transformative learning of shop managers. The research result as arrange as below: 1. The changing of career development of store manager is mainly cause in transformative from frustration. Mezirow (1991) proposed a shocking plight or events of individuals that someone would be encouraged to transform. However, Mezirow (1991) gradually amend the related theories, and explained ten stages do not necessarily occur, there is no order at all. This study investigated the changes in the courses of their career development with three reviewers. Although, they encountered different setbacks or difficulties, and then summed up their experience of the events. They have experienced the same periods of suffering, reflection and change, and action. 2. The trasformative learning connotation of store managers: Three reviewers encounter difficulties or setbacks when they were promoted to be management role in their career development. By Isopahkala-Bouret’s (2010) study, that someone experienced management role transition period, as well as experienced the process of self-transformation. The difference is that three reviewers of this study who were part-time lecturers or coffee masters also experienced the process of transformative learning. 3. The transformative learning facilitating factors of store managers: According to Hsiu-Chin Chen (2009) study, which the factors of facilitating transformative learning that include internal factors (personal) and external factors (others and the environment). The study found that there is a positive inspiring force, which is also one of the factors of facilitating transformative learning to occur. According to the above discoveries, the research comes up with two suggestions: 1. Suggestion to Starbucks：Transformative learning is promoted outlet partners serving an important career development course. If converted to assist partners, partners will be able to reduce the incidence of employment, furthermore reducing the training costs. The contributing factor for identity and goals, if we can strengthen the sense of identity and connection between the company and the partners, the partners are more willing to pay for the company. The performance was promoted to achieve operational goals by partners, moreover, it is also a process of self-realization. 2. Suggestion to partner： In the development of working career, transformative learning is a necessary process. If think in the opposite, and find the reason about setbacks and difficulties. Discuss with family, friends, and partners, and get the support of interpersonal relation. Finally, change their mind to try to integrate the past experiences and new ideas for combining cultivate the ability to solve problems. Don’t afraid to face the fail and learn more from the experience. The partner will be able to effectively play a new role and develop new relationships.
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