| Summary: | 碩士 === 義守大學 === 管理研究所碩士班 === 93 === The military has promoted the life-long learning proposal since 2002 to improve manpower quality and increase the individual and organization achievement. Combining with social resources, the proposal encourages the officers and the sergeants to make good use of their off-hour time to participate in multi-channels learning, such as academic degree, certificates, specialty, etc. to strengthen their management, language and computer technique capacity for the military. But, while the army invests a large amount of financial resources, material resources and time, how it work on increasing the organization and individual’s achievement becomes the original intention of this research.
This study aims to explore the relationship among life-long learning policy, the participators’ motivation perceptions and its achievement in Navy. By distributing questionnaire to the members that once or now participates in life-long learning, and using statistical analysis, Chi-square test, reliability and validity analysis correlation, ANOVA and regression analysis of descriptive statistic method, we find these results:
1.The highest degree of motivation perceptions for participating in life-long learning is ''interest-leading learning''.
2.The highest achievement of life-long learning is ''quality''.
3.Different kinds of life-long learning results in the background variables.
4.The motivation perceptions will be different because of the background variables.
5.The learning achievement will be different because of the background variables.
6.The motivation perceptions will be different because of different kinds of life-long learning variables.
7.The achievement will be different because of different kinds of life-long learning variables.
8.The higher motivation perception tendency is, the higher achievement is.
9.The motivation perception has main prediction ability to the achievement
According to the results of this study, we conclude three suggestions:
1.Continue to promote life-long learning policy. It is necessary to revaluate the demands of classes and follow up proper personnel management in the future.
2.Encourage high-rank officers to participate in life-long learning and then promote to the basic rank individuals.
3.Widen the kinds of life-long learning, not only confine to the academic degree but also other trainings.
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