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提升學生就業力的催化劑—以某科技大學推動師徒制為例

A CATALYST FOR ENHANCING THE EMPLOYABILITY OF STUDENTS
- TAKING THE IMPLEMENTION OF MENTORSHIP IN AN UNIVERSITY OF
TECHNOLOGY AS AN EXAMPLE

樊祖燁

致理科技大學商務科技管理系教授

潘博宇

國立政治大學企業管理學系博士生

Tsu-Yeh Fan

Professor, Department of Commerce Technology and Management, 
Chihlee University of Technology

Bo-Yu Pan

Ph. D. Student, Department of Business Administration, 
National Chengchi University

摘要

本研究以某科技大學管理科系為研究個案，透過本研究所推導出的就業力指標以及社會學習理論為基礎探討個案推動師徒制之情形，同時透過質性訪談，以「目前已實施師徒制之企業高階主管」與「個案的師生」為訪談對象，從中檢視個案推動師徒制後對學生就業力之影響，並探討技職院校與企業推動師徒制的差異，以及如何藉由師徒制形成老師與同儕間組織承諾、知識分享的交互作用，以達到知識轉移，進而提升學生之就業力。研究結果顯示，學校推動師徒制確實有助於學生的就業力提升。不過在推動的過程中，除了應注重知識的分享與移轉外，更重要的是對於學生良好團隊合作、人際互動、學習態度以及自主學習能力之養成。

關鍵字：社會學習理論、師徒制、技職教育、就業力、組織承諾、知識分享與轉移

ABSTRACT

This study took the commercial science department of a vocational university as a case study and explored the promotion of mentorship from the social learning theory perspective using the employability index proposed in this study. This study explored the differences between the two types of organization through in-depth interviews with the senior executives of enterprises and teachers and students in the case. Base the research result, this study explored how the mentoring system can be employed to promote the interaction of organizational commitment let knowledge sharing and then generate knowledge transfer between teachers and students and thus improve the employability of students. The research results revealed that the promotion of the mentoring system in the university helped students improve their employability. However, during the process of system implementation, the development of students’ teamwork, interpersonal interaction skills, learning attitude, and self-learning capacity is more crucial than knowledge sharing and transfer.

Keywords: Social Learning Theory, Mentorship, Technical and Vocational Education, Employability, Organizational Commitment, Knowledge Sharing and Transfer

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長期照顧服務使用意願之研究

THE STUDY OF USAGE INTENTION OF LONG-TERM CARE SERVICES

廖彩雲 

國立嘉義大學企業管理學系暨研究所教授

蘇琦雯

國立嘉義大學企業管理研究所碩士

Tsai-Yun Liao

Professor, Department of Business Administration,
National Chiayi University

Chi-Wen Su

Master, Graduate Institute of Business Administration,
National Chiayi University

摘要

由於社會經濟福祉及醫療水準提升，國人平均壽命普遍延長，我國已於1993年正式邁入「高齡化的社會」，長期照顧的需求也隨之增加。為了積極落實長期照護服務，行政院於2007年4月核定我國長期照顧十年計畫，並於2017實施長期照顧十年計畫2.0（簡稱長照2.0）。為探討民眾對於長照2.0服務的使用意願，本研究利用結構方程模式（Structural Equation Modeling, SEM），進行長照2.0的認知有用性、政策認同、滿意度與使用意願之研究。本研究採用便利抽樣法隨機發放的問卷調查方式，問卷採不記名式作答，問卷總回收數為310份，有效問卷為300份。本研究之結果顯示，當民眾對長照2.0服務之認知有用性愈高，則對其滿意度與政策認同亦會提高；而滿意度亦會影響民眾對政策之認同。此外，政策認同會影響民眾對於長照2.0服務的使用意願，且政策認同在長照2.0服務認知有用性與使用意願間具有中介效果。由於民眾對於長照2.0之政策認同受外界因素影響，因此長照2.0需要大力宣傳，使民眾對此長照服務有更多的認識以及增加認知長照服務的有用性，以提高政策認同與長照服務使用意願，讓長照服務能落實至更多需要的民眾。

關鍵字：長照2.0、認知有用性、滿意度、政策認同、使用意願
 

ABSTRACT

Due to the improvement of social and medical care programs, the average life expectancy of Taiwanese people has generally increased. In 1993, Taiwan officially stepped into the "aging society." As the life expectancy increases and the aging phenomenon grows, the need for long-term care services is a critical issue for life quality. To actively implement long-term care services, the Executive Yuan executed a ten-year long-term care plan in April 2007 and implemented the long-term care ten-year plan 2.0 (referred to as long-term care 2.0) in 2017. In order to explore the public's willingness to use long-term care 2.0 services, this research uses confirmatory factor analysis and structural equation modeling to explore the intention of using long-term care services in Taiwan. By convenience sampling method, 310 questionnaires were collected, and the total number of valid samples was about 300. The results show that perceived usefulness significantly affects the policy satisfaction and policy identification of Long-Term Care Plan 2.0. Policy satisfaction has a significant positive effect on policy identification. The results also reveal that policy identification positively influences the intention of using long-term care services. Also, the perceived usefulness affects the usage intention through the mediating effect of policy identification. As the public's policy recognition of long-term care 2.0 is affected by external factors, long-term care 2.0 needs to be vigorously promoted to make the public more aware of this long-term care service. The promotion can increase their awareness of the usefulness of long-term care services to improve policy identification and long-term care services.

Keywords: Long-Term Care Plan 2.0, Perceived Usefulness, Satisfaction, Policy Identification, Usage Intention

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續擴窘境下的團隊資本預算決策－預算強調與資訊不對稱對團隊極端化的影響

THE CAPITAL BUDGETING DECISION OF A GROUP IN A DILEMMA OF ESCALATION
- THE IMPACT OF BUDGETARY EMPHASIS AND
INFORMATIONAL ASYMMETRY ON THE GROUP POLARIZATION

邱炳乾 

國立屏東大學財務金融學系教授

Bing-Chyan Chiou

Professor, Department of Finance, 
National Pingtung University

摘要

本研究探討決策小組面對續擴窘境時，是否有極端化的續擴行為？以及預算強調與資訊不對稱對團隊極端化續擴行為的調節效果。本研究證實預算強調與資訊不對稱對不同的決策單位有不同的影響力。研究結果發現，不考量預算強調與資訊不對稱等調節變數的情況下，團隊並未有顯著的極端化續擴決策。當存在資訊不對稱的情況下，個別決策者有顯著的續擴行為，但團隊卻沒有顯著極端化續擴決策。當預算強調與資訊不對稱同時存在下，團隊出現極端化續擴決策；顯示團隊極端化續擴決策受到資訊不對稱與預算強調所調節。

關鍵字：續擴窘境、預算強調、資訊不對稱、團隊極端化續擴決策

ABSTRACT

This study was designed to test whether the decision group would escalate more commitment than individual managers do when they confront with a dilemma of escalation. Furthermore, this study examined the moderated effect of the budgetary emphasis and informational asymmetry on the level of group polarization. The laboratory-based experiment found that the impacts of budgetary emphasis and informational asymmetry on different decision units are different. Without considering the effect of budgetary emphasis and informational asymmetry, there is no significant group polarization. When combining self-justification with information asymmetry, individual managers could create significant escalation of commitment, while the decision groups did not. When combining budgetary emphasis with information asymmetry, both individual managers and decision groups create significant escalation of commitment, while decision groups create more escalation than individual managers do, suggesting group-polarized escalation. In other words, the group decision makers would make polarized decision under the condition of budgetary emphasis and information asymmetry.

Keywords: Dilemma of Escalation, Budgetary Emphasis, Information Asymmetry, Group-Polarized Escalation

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寬嚴並濟或二者擇一？俄亥俄州立大學關懷與定規領導風格研究之新視角

“BOTH / AND” OR “EITHER / OR”? A NEW LENS FOR 
THE OHIO STATE UNIVERSITY CONSIDERATION AND INITIATING STRUCTURE LEADERSHIP STYLES

林文政

國立中央大學人力資源管理研究所副教授

鍾怡安

南茂科技股份有限公司學習發展部管理師

李秉懿 

國立中央大學人力資源管理研究所博士候選人

Wen-Jeng Lin

Associate Professor, Graduate Institute of Human Resource Management,
National Central University

Yi-An Chung

Administrator, Training Development Department,
ChipMOS TECHNOLOGIES INC.

Ping-I Li

Ph. D. Candidate, Graduate Institute of Human Resource Management,
National Central University

摘要

本研究以兼容並蓄的矛盾思維，檢驗關懷與定規領導風格兼具的可能性，並以多項式迴歸及反應曲面分析，探究寬嚴並濟領導、關懷領導、定規領導、放任領導對於員工的任務精熟度及反生產行為的影響。本研究蒐集台灣企業486份有效主管部屬配對問卷，結果發現展現寬嚴並濟領導的主管，其部屬的任務精熟度會高於主管展現放任領導的部屬，而反生產行為則低於主管展現放任領導的部屬。展現關懷領導的主管，其部屬的任務精熟度會高於主管展現定規領導的部屬；此外，展現定規領導的主管，其部屬的反生產行為則高於主管展現關懷領導的部屬。最後，在部屬的任務精熟度及反生產行為方面，主管展現寬嚴並濟領導與展現關懷領導對部屬行為的影響程度並無顯著差異，唯一例外的是當主管展現寬嚴並濟領導時，本研究發現其部屬的反生產行為顯著低於主管展現定規領導的部屬。最後本研究亦針對研究結果進行理論和實務意涵的討論。

關鍵字：兼容並蓄、寬嚴並濟領導、關懷領導、定規領導、放任領導

ABSTRACT

The purpose of this research is to use a paradox lens to explore the possibility of coexistence of consideration and initiating structure leadership styles on a leader. By employing the polynomial regression with response surface analysis, we explore the effect of consideration and initiating structure leadership, consideration leadership, initiating structure leadership and neither consideration nor initiating structure leadership on subordinates’ task proficiency and counterproductive work behavior. Drawing on a 486 supervisor-subordinate dyads data in Taiwan, we found the following results: (1) The subordinates’ task proficiency is higher under the consideration and initiating structure leadership when compare with neither consideration nor initiating structure leadership, (2) The counterproductive work behavior is lower under both consideration and initiating structure leadership when compare with neither consideration nor initiating structure leadership, (3) The subordinates’ task proficiency is higher under the consideration leadership when compare with initiating structure leadership, (4) The counterproductive work behavior is lower under consideration leadership when compare with initiating structure leadership, and (5) The effect of consideration and initiating structure leadership and consideration leadership on subordinates’ counterproductive work behavior and task proficiency do not have significant differentiation. The only exception is when the supervisor shows consideration and initiating structure leadership, we found that the counterproductive work behavior of the subordinates is lower than that of the subordinates whose supervisors show initiating structure leadership. Implications for research and practice are discussed.

Keywords: Both / And, Consideration and Initiating Structure Leadership, Consideration Leadership, Initiating Structure Leadership, Neither Consideration nor Initiating Structure Leadership

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