| Summary: | 碩士 === 國立中央大學 === 人力資源管理研究所在職專班 === 101 === Talent development becomes one of the most important issues while enterprises encounter globally industrial competition. In order to develop and retain employees, to increase organizational performance and improve organizational change, the applications of managerial coaching skill in enterprises have become an important competency for supervisors or line managers. Morris Chang, CEO of TSMC, mentioned the main responsibility is to develop employees while he became to be the top management. Furthermore, the different work value and attitude of the young generation is a big challenge for line managers these years.
The purpose of this study is to explore the relationships of employees’ perception to managerial coaching skill and accountability by Park, Yang & McLean (2008) of the five dimensions of managerial coaching skill: open communication, team approach, value people over task, accept ambiguity, and facilitate development.
This study collected empirical data from employees who have direct supervisor. A total of 275 completed questionnaires were returned from April to May 2013. Results of statistical analyses provided the conclusion as follows:
The managerial coaching skill had positive effects on accountability. The more managerial coaching skill that employees perceived, the higher degree of accountability will be increased.
This study provides some suggestions and recommendations. We suggest the enterprises should establish managerial coaching system in the organization to provide coaching function, and then help their employees to have higher accountability. Researchers may investigate the relationships among accountability, job involvement and organizational behavior. Also, they may conduct the dyad questionnaires from supervisor and his/her employees’ accountability in the future.
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