第五章 結論與建議
第四節 研究建議
本研究主要探討管理教練對員工之工作績效、工作滿意度與離職傾向之影響 關係，根據研究結果提出下列建議：
一、實務上之建議
(一)將管理教練列入職涯發展計畫
企業應該將管理教練列入主管培育的計畫當中，提高主管執行管理教練行為 的水平，過去的企業當中，管理職涯發展並沒有被認為是組織成功的關鍵，因為 專業的經理人常常都是以挖角的方式進行，因此，本研究建議企業應將管理教練 列入主管提升的職涯發展計畫中，塑造出本身的企業文化，以維持競爭優勢。
(二)管理教練應列入甄選之考量
再現今競爭激烈的環境中，主管的晉升與甄選是值得被考慮的。過去的研究 顯示，主管的管理能力對員工與組織有一個正向的關係(Levenson, Van der Stede,
& Cohen, 2006; Russell, 2001)。而本研究的結果顯示，管理教練對工作績效能產 生一個正向的影響，因此，本研究建議企業在招募主管時能將管理教練的概念納 入考量，甄選具備管理教練特質之主管，應能更有效的實現企業目標。
(三)落實管理教練技能
本研究建議企業之主管，應將管理教練的意涵應用於實務當中，包括：與員 工溝通的能力、凝聚員工的向心力、挖掘員工潛能的能力、接納員工建議的能力、
提供員工發展空間的能力等，並可將其作為一考核之工具，檢測主管的管理教練 行為的層級、主管的績效指標，確保是否具體運作。
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二、後續研究者的建議 (一)研究對象
本研究僅針對旅館產業進行調查，並以餐飲部門及客房部門之員工作為 量表施測之對象，因屬性不同，可能會有不同的調查結果，本研究建議後續相關 研究者，可針對其他產業或擴大對象至中、高階管理幹部等擴大研究對象及範圍，
以得更客觀完整的實證分析。
(二)研究構面
本研究主要探討管理教練、工作績效、工作滿意度與離職傾向間的影響，未 來研究者可增加其他影響構面探討與管理教練之關聯性，如組織文化、知識創造 等，使相關研究更趨於完整。
本研究探討工作績效與離職傾向間的關聯性，研究顯示其關係只具有邊緣性 的顯著，後續研究可再深入探討工作績效與離職傾向間的關聯性為何？是否 可能有干擾變數的影響？
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第五部分、個人資料 1. 性 別：□男 □女
2. 年 齡：□25 歲以下 □25-34 歲 □35-44 歲 □45-54 歲 □55 歲以上 3. 教育程度：□高中(職) □大學/專科 □研究所（含）以上
4. 畢業科系：□觀光相關科系 □非觀光相關科系 5. 實習經驗：□是 □否
6. 部 門：□客房部門 □餐飲部門 其他 __________
7. 現職服務年資：□1 年(含)以下 □2 年 □3 年 □4 年 □5 年以上 8. 旅館業離職次數：□無 □1 次 □2 次 □3 次 □4 次(含)以上
問卷到此全部結束，感謝您的辛苦填答，請再一次檢查有無漏答題目，非常謝謝 您的協助！
79 Motowidlo (1993) 情境績效 藉由社會、組織及心理背景的支持
Landau and Hammer (1986)
80
81
.956 .891
工 作 滿 意 度
內在滿足 4 .831 .859 .910 .813
2.917 72.927 .873
外在滿足 8 .918 .827 .921 .922 .749 .806 .900 .804
5.891 73.639 .945
離 職 傾 向
- 3 .821 .947 .808
2.224 74.121 .817
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