| Summary: | 碩士 === 國立中央大學 === 人力資源管理研究所碩士在職專班 === 99 === Coaching skill has been more valuable than ever in the recent years. It is a trend that more and more international corporations have recognized the value of sports team coaching and management concepts. Corporations realized that they don’t need superstars but excellent team leaders who can organize, coach, and lead their team to succeed. “Coaching”, a term that has been traditionally used in the sports world is now becoming a common phase in the business world to foster better relationship and career management.
Coaching skill is now a professional skill set required by many conglomerates such as GE, IBM, Johnson & Johnson, 3M, Unilever, and Microsoft. It has become a hot topic for management learning as pointed out by the Fortune magazine.
Coaching is considered an effective managerial and developmental tool to effectively establish coaching-based culture within a company and to increase productivity (Yu, 2007).
Through effective coaching, it helps to shorten the learning curve for employees and thus enable them to perform their job more effectively and confidently. Managerial coaching skills have been confirmed as an effective method to motivate, develop, and retain staff in an organization (Park, 2007). Due to limited research and studies on coaching skill in Taiwan, I would like to focus my study on this subject to further explore the impact of coaching, job satisfaction and self-efficacy to employees.
This study was initiated by conducting a questionnaire that targets individuals who were currently employed within the north Taiwan areas including Taipei and the surrounding suburban areas, Taoyuan City/ County, Hsinchu City/County, Miaoli County, and etc.
The questionnaires were distributed in two ways – online and paper distribution. There were 303 valid questionnaires received at the end and the results were processed by using SPSS 17.0 (Statistical Package for the Social Science) for further data analysis.
Below are the major findings revealed from the questionnaire.
I. Self-efficacy and job satisfaction have a positive correlation. High self-efficacy by employees typically leads to higher sense of job satisfaction.
II. Subordinates tend to have higher job satisfaction when they feel that they are being properly coached to achieve their job assignment.
III. The subordinate’s self-efficacy will adjust basing on their perceptions of managerial coaching skills and job satisfaction.
According to the findings of this study, when a subordinate feels that his/her supervisor demonstrates a higher level of management coaching skills, the subordinate’s job satisfaction is much higher and vice versa. Therefore, this clearly demonstrates that a company should emphasize the importance of its supervisors’ training on the managerial coaching skills that will ultimately lead to the enhancement of their leadership skill.
Due to the limited number of the questionnaires distributed, there were no specific criteria set to differentiate the interviewees. For the follow researchers, if you can separate the interviewees that had managerial coaching skills training from the ones who have not taken the training, the statistical analysis results ought to be more remarkable.
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