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題名:企業員工訓練遷移影響因素及其實徵之研究
作者:沈健華
作者(外文):Chien-Hua Shen
校院名稱:彰化師範大學
系所名稱:工業教育學系
指導教授:蕭錫錡
學位類別:博士
出版日期:1999
主題關鍵詞:訓練遷移模式transfer of trainingmodel
原始連結:連回原系統網址new window
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本研究旨在探討企業員工訓練遷移影響因素,為達此目的,首先收集及分析相關文獻,其次以曾參加中國石油公司基層主管班的學員271名,採問卷調查法收集實徵資料,共回收168份,有效問卷為148份,有效回收率為54.6%。資料分析採用平均數、標準差、t考驗、單因子變異數分析、典型相關分析、及線性結構分析(Linear Structural Relation, LISREL)等統計程序,瞭解影響訓練遷移各因素之間的關係及實徵本研究所建構訓練遷移模式的適合度,以下謹將本研究重要結論與建議分述如下:
壹、 結論
一、研究樣本以男性, 36-40歲居多,工作年資方面,以6-10年居多,在學歷方面,以具有大學學歷者居多,受訓後,職等職稱有調整者,約佔五成。
二、個案公司具有正增強的訓練遷移組織氣氛,創新型的組織學習文化,其員工傾向認為其具有喜愛學習型態的自我導向學習、「生活即工作」的工作態度、及認為遷移期望是影響其遷移動機的主要因素。
三、年齡愈高、工作年資愈久、學歷較低的員工有較高的工作投入;結訓後職等職稱有調整者,有較強的訓練遷移動機,並傾向認為其組織具有社會導向及正增強的訓練遷移氣氛。
四、影響訓練遷移因素任意二者之間,除組織訓練遷移氣氛和工作投入、自我導向學習和組織學習文化知覺、及工作投入與組織學習文化知覺等具有中度的關係之外;其餘組織訓練遷移氣氛與自我導向學習傾向、遷移動機、組織學習文化知覺,自我導向學習傾向與工作投入、遷移動機,工作投入與遷移動機,遷移動機與組織學習文化知覺等任意二者之間均具有強度的關係。
五、本研究所建構的影響訓練遷移的因果徑路模式,包括七個變項,分別是:人口背景變項、組織訓練遷移氣氛、自我導向學習傾向、工作投入、遷移動機、組織學習文化及訓練遷移效能等,經實徵後發現本模式與所收集的觀察資料有理想的適合度;同時發現自我導向學習傾向、工作投入、組織學習文化及組織訓練遷移氣氛等上述觀察變項共可解釋遷移動機總變異的88%,其中以自我導向學習傾向對於遷移動機的影響最大,其次依序為組織學習文化、組織訓練遷移氣氛、最後為工作投入。又根據研究發現:遷移動機、工作投入及人口背景變項共可解釋訓練遷移效能總變異量的63%,其中以遷移動機對於訓練遷移效能的影響最大。
貳、建議
一、營造支持性的組織訓練遷移氣氛,以強化員工的遷移動機。
二、建構持續性的組織學習文化,以促進遷移動機。
三、強化員工的自我導向學習能力,以提升其遷移動機。
四、完善組織的激勵制度設計,促進員工的工作投入,以強化其遷移動機。
五、後續研究建議
(一)、進行員工訓練遷移認知歷程及其影響因素之研究。
(二)、本研究僅以個案公司進行實徵資料的收集,往後可擴大研究對象或產業,以周延本研究所提出的模式。
The main purpose of this study was to establish a model of business employee’s transfer of training. To achieve the research purpose, reviewing , organizing, reasoning the related-literature was first step. Then according to the related literature framework questionnaires were established. The samples were 271 employees who voluntarily enrolled in a primary executive training program from the Chinese Petroleum Corporation. The return rate was 54.6%.
The data were analyzed by frequency, percentile ratio, mean, standard deviation, t-test, factor analysis, one-way ANOVA, canonical analysis and LISREL (Linear Structural Relations) to testify the research hypothesis.
The conclusions of the study were described as follows:
1.Most of the study samples were male, age 36-40, with 6-10 years work experiences and got Bachelor degree. Approximate 50% of the trainees got promotion after the training program.
2.The target company emphasized on positive reinforcement of climate for the transfer of training, creative-learning culture, and enjoyable self-directed learning model. It also performs a manner of “life is work” by presenting its transfer of training system.
3.The elder employees who have , more work experience and lower education demonstrated more job involvement. However, for those individuals promoted after the training, they generated stronger motivation for transfer and tend to think that organization as social-oriented climate.
4.There were several factors which influence transfer training, such as organizational climate of transfer, self-directed learning, job involvement, transfer motivation, culture of organization learning .The relations between any two factors of transfer training all appear mild strong degree.
5.The model of this study included seven variations, namely population background, organizational climate of transfer, self-directed learning, job involvement, transfer motivation, culture of organization learning and effectiveness of transfer. The result demonstrated that this model fits the collected data. Variation of self-directed learning, job involvement, culture of organization learning and transfer climate explained 88% of variation of transfer motivation. Moreover, self-directed learning affected most of the motivation followed by culture of organization learning, transfer climate and job involvement. Besides this, the study demonstrated that transfer motivation, job involvement, and population background explained 63% of variation of transfer effectiveness.
According to the research, several recommendations as follows:
1.Built supportive organization climate of transfer to strength transfer motivation.
2.Establish continuous learning culture to promote transfer motivation..
3.Empower the ability of employee’s self-directed learning to promote transfer motivation.
4.Formulate the incentive of system design of organization to maximize employee’s job involvement, and strength transfer motivation.
5.The research on the employees’ cognition process and affecting factor should be carried out.
6. A broader target or industry should be set in the future study.
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