面對競爭殘酷激烈的全球化時代，企業的績效導向也扭曲了職場生態，管理者為達目的使用不當的管理風格及技能也時有耳聞，這些都深深影響了組織的氛圍及員工的工作態度或行為。當員工面對無法達成的要求以及緊張的主管和部屬關係時，反而壓力過大導致個人情緒的困擾，甚至在行為面呈現出曠職、遲到早退、減少參與、甚至離職等職場退縮傾向。基於此，本研究擬以人性化的管理模式，來探討其對職場退縮傾向的影響。

本研究主要目的為探討管理教練技能對職場退縮傾向之影響，並以員工幸福感為中介變項，藉此驗證三變項之間的關聯性。本研究以現職有直屬主管的員工進行調查，並採實證調查法（empirical survey ）蒐集資料，總計發出問卷 350 分，有效樣本數為 229 分。運用結構方程模式的驗證性因素分析，以及層級迴歸分析，分析結果發現 : (1) 管理教練技能對職場退縮傾向有顯著的負向影響。 (2) 員工幸福感對職場退縮傾向有顯著的負向影響。(3) 管理教練技能對員工幸福感有顯著的正向影響。(4) 管理教練技能會透過員工幸福感對職場退縮傾向產生中介效果。

本研究的結果發現，欲使人性化管理發揮最大效用，需落實對員工個體的關注，讓員工能夠知覺到身為一個人的價值及意義是關鍵之所在。相信此研究結果能夠對企業存在的職場退縮傾向予以重視，同時提供企業一個從管理層面著手的有效解決參考方案。

In the face of fierce competition in the era of globalization, the performance orientation of enterprises has also distorted the workplace ecology. Managers for the purpose often use inappropriate management styles and skills being also heard, which deeply affected the organization's atmosphere and staff's work attitude or behavior. When employees faced with the impossible requirements and the tension of the supervisor and subordinate relations, they are over-stressed and lead to personal emotional distress. They even face behavioral changes such as absenteeism, late leave, early retirement, and reduced participation or even resignation. . Based on this, this study intends to explore its influence on the tendency of workplace withdrawal by humanized management model.

The main purpose of this study is to explore the effect of managerial coaching skill on work withdrawal and to verify the mediating role of employee well-being. We also try to realize the relationship between the three variables. In this study, employees directly under the current job were investigated and data were collected by empirical survey. A total of 350 questionnaires were sent out, with 229 valid samples. By using the confirmatory factor analysis of structural equation model and the hierarchical regression analysis, the results of the analysis show that: (1) t the managerial coaching skill has a negative significantly influence on work withdrawal. (2) the employee well-being has a negative significantly influence on work withdrawal. (3) the managerial coaching skill has a positive significantly influence on employee well-being and (4) the employee well-being mediates the relationship between managerial coaching skill and work withdrawal. We expect the results of this study are able to draw the attention of enterprises to the existence of the work withdrawal and provide a referable program of management which proceeds from the management solution of the enterprises.

The results of this study have found that in order to maximize the effectiveness of human management, it is necessary to implement the attention of individual employees, so that employees can perceive as a person's value and significance is the key. It is believed that this research result can place emphasis on workplace withdrawal existing enterprises, and provide an effective solution for the enterprise from the enterprise reference program.

第一章 緒論
第一節 研究背景與動機動……………………………………………………… 1
第二節 研究目的…………………………………………………………………4
第二章 文獻探討與假設推論
第一節 職場退縮傾向…………………………………………………………… 6
第二節 管理教練技能…………………………………………………………… 15
第三節 員工幸福感……………………………………………………………… 36
第四節 管理教練技能與職場退縮傾向之關係………………………………… 61
第五節 員工幸福感與職場退縮傾向之關係…………………………………… 65
第六節 管理教練技能與員工幸福感之關係…………………………………… 67
第七節 員工幸福感在管理教練技能與職場退縮傾向關係的中介效果……… 69
第三章 研究方法
第一節 研究架構及假設………………………………………………………… 72
第二節 研究對象和調查程序……………………………………………………73
第三節 研究工具………………………………………………………………… 76
第四節 資料分析方法…………………………………………………………… 90
第四章 研究結果
第一節 敘述性統計與相關分析………………………………………………… 93
第二節 研究假設驗證…………………………………………………………… 94
第五章 結論與建議
第一節 研究結論………………………………………………………………… 99
第二節 理論與實務意涵………………………………………………………… 100
第三節 研究限制與未來建議…………………………………………………… 105
參考文獻………………………………………………………………………………… 107
附錄
附件(1). Employee Withdrawal職場退縮傾向量表-1……………………………117
附件(2). Psychological Withdrawal Behaviors職場退縮傾向量表-2……………119
附件(3). Measurement model of coaching skills in organizations
管理教練技能量表…………………………………………………………121
附件(4). Index of Psychological Well-Being at Work工作心理幸福感指數量表………………………………………………………………………………………………………………125
附件(5).專家內容效度審查………………………………………………………129
附件(6).員工工作狀態問卷………………………………………………………147

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