團隊領導才能培訓方案成效評估之研究－以Ｍ公司為例

Abstract

企業要永續經營最重要的是讓組織團隊的領導人才不斷層並能持續地與時俱進，創造團隊人才的競爭優勢，因此，建構一套適合於企業領導管理人才的才能模式及其培育發展機制，是相當重要的策略。 本研究運用個案研究法，針對Ｍ企業實際進行的一套團隊領導才能培訓方案作為研究個案，以Kirkpatrick訓練評估模式為基礎，透過課程滿意度、課程學習成效評估、管理才能評鑑量表分別來進行訓練評估模式中的反應層次、學習層次、行為層次成效評估，其中行為層次是運用前後測控制的對照設計方法，來測驗受訓者與未受訓者在訓練前後的才能項目進步程度，經獨立樣本ｔ檢定分析之結果，受訓者在訓練後的進步幅度，明顯高過於未受訓者，表示培訓方案的行為層次訓練成效顯著。 本研究同時從影響訓練移轉相關因素中之受訓者自我效能、參與訓動機、主管支持度等三個層面與行為層次訓練成效進行相關性分析，結果顯示受訓者的參訓動機與行為層次的訓練成效呈現顯著之正相關。因此在規劃訓練方案同時，即應加入強化受訓者參訓動機的活動及機制，讓受訓者在訓練開始前即對訓練有清楚的認知，能感知到訓練對其本身的益處，除了能引發受訓者正向積極的學習態度外，更能趨使受訓者將訓練所學有效地移轉應用至工作上，對工作績效的提升與組織的競爭力都具有相當的助益。

The most important for an enterprise’s long-term stability is that an organization team should not have gap in leader talents and should keep pace with the times to create competitive advantage for team leader. Therefore, construction of leadership competency model and cultivating development mechanism appropriate for leadership and management talents of an enterprise is an extreme strategy. Case study method used in this study. For M Company ongoing set of team leadership training program as a case study. Based on Kirkpatrick training evaluation model, useing curriculum satisfaction, course learning outcomes, management competency assessment scale for training evaluation model reaction level, learning level, behavioral level of training effectiveness evaluation. Among them, the behavior of the control level is measured before and after the use of a control design methods to compare before training and after training, trainees and non-trainees progress in leadership competency score. According to the result of independent sample t-test analysis, progress level for the trainee after training is significantly higher than that for non-trainee, showing significant training effectiveness for behavior level in the training program. The study also from the influence of factors related to transfer of training trainee's self-efficacy, training motivation, management support and the level of behavior training effectiveness for Pearson product-moment correlation analysis. The result is the training motivation of trainees participating in the training level of training effectiveness is positively correlated. Therefore, when planning training program should be designed to strengthen the training motivation in the training activities and rules. Trainees in the before of training has understanding of the perceived benefits of training on their own. It brings the trainee is not only learning from the positive attitude, but also drive the trainee to effectively transfer what learned from the training to apply to work, which is great helpful for the increase of work performance and organization competitiveness.