跳到主要內容

臺灣博碩士論文加值系統

(216.73.216.172) 您好!臺灣時間:2025/09/11 22:44
字體大小: 字級放大   字級縮小   預設字形  
回查詢結果 :::

詳目顯示

我願授權國圖
: 
twitterline
研究生:郭富珍
研究生(外文):Fu-chen Kuo
論文名稱:特質重要抑或訓練重要?醫療單位主管的人格特質與管理訓練對管理能力與效能影響之研究-以大高雄地區之醫院為例
論文名稱(外文):Traits or Training ?The Effects of Personality Traits and Management Training on Managerial Competency and Managerial Effectiveness of the Medical Directors in the Great Kaohsiung Area
指導教授:黃維民黃維民引用關係蕭元哲蕭元哲引用關係
指導教授(外文):Wei-min HaungYuan-che Hsiao
學位類別:碩士
校院名稱:義守大學
系所名稱:管理研究所碩士班
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2006
畢業學年度:94
語文別:中文
論文頁數:133
中文關鍵詞:管理效能管理能力管理訓練內外控人格特質醫療單位主管
外文關鍵詞:managerial effectivenessmanagement traininginternal-external locus of controlmanagerial competencymedical director
相關次數:
  • 被引用被引用:1
  • 點閱點閱:821
  • 評分評分:
  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:3
有鑑於國內以醫療單位主管為主題之相關研究相當缺乏,故本研究旨在探討醫療單位主管的人格特質與管理訓練對管理能力與效能之影響。相關衡量工具,在人格特質方面修改鄭臻妹 (2001) 所採用之Spector (1987) 中文化問卷;管理訓練方面則經專家訪談及專家效度自行設計量表;管理能力方面採用Tett等人 (2000) 的管理能力量表;管理效能方面則依據Kelman (1958) 和Yukl (1998) 的理論自行發展設計態度量表。
本研究以高高屏三縣市轄內16家醫院的醫療單位主管及其單位所屬醫療人員為研究對象。全體有效問卷共計604份,包括各醫院的醫療單位主管有效問卷69份;其單位所屬醫療人員有效問卷535份。建立資料庫並使用SPSS 11.0版統計軟體加以分析。在確認各問卷題意後,經因素分析法確認管理訓練及管理效能之因子信效度,再以階級迴歸法加以驗證。實證分析結果顯示:
一、醫療單位主管的人格特質越趨內控,其管理能力越高,呈現顯著的正向關係。
二、醫療單位主管的人格特質越趨內控,其管理訓練越高,呈現顯著的正向關係。
三、醫療單位主管的管理能力與其管理效能間部分呈現顯著的關係。管理能力在預測管理效能評量的部屬態度的拒絕與順從上,呈現負向關係,但未達統計顯著之水準。在預測承諾上則呈現顯著的正向關係。表示較高的管理能力可以加強部屬比較積極主動的承諾。
四、醫療單位主管的管理能力對於人格特質與管理效能評量的部屬態度的承諾間的關係,具有顯著之中介效果。至於管理能力對於人格特質與管理效能評量的部屬態度的抗拒與順從間的關係則未具有中介效果。
五、醫療單位主管的管理訓練與其它變項間未呈現預期的關係。管理能力對於管理訓練與管理效能評量的部屬態度的拒絕、順從、承諾各構面間的關係,均未具有中介效果。管理訓練對於內外控人格特質與管理能力間的關係,及管理訓練對於管理能力與管理效能間的關係,皆未具有干擾效果。
根據上述研究結果,本研究據以提出建議及研究限制。
In light of the lack of study in the related field regarding the medical directors in Taiwan, this research tended to explore the effects of personality traits and management training on managerial competency and managerial effectiveness of the medical directors. Internal-external locus of control was measured by using a modified scale originating with Spector (1987) and Chinese translated by Chen-may Cheng (2001). Management training was assessed by employing the self-administered scale amended by the in-depth interview and the expert validity. Managerial competency was ranked by applying Tett et al.’s (2000) hyperdimensional taxonomy of managerial competence. Management effectiveness was scaled by utilizing a self-administered items based on the Kelman (1958) and Yukl’s (1998) theoretical conceptions of the subordinates’ acceptance attitudes toward managers.
The research data were transformed from 604 valid respondents covering 16 hospitals in the Great Kaohsiung Area. Among these respondents, 69 were from the medical directors and 535 were from their immediate subordinates. The data were statistically analyzed via factor analysis, reliability test, Pearson correlation, as well as hierarchical regression analysis. The results, in general, indicated the following
a. There was a significant and positive relationship between internal locus of control and managerial competency of the medical directors.
b. There was a significant and positive relationship between internal locus of control and management training of the medical directors.
c. There was a partially significant relationship between managerial competency and managerial effectiveness of the medical directors. Although managerial competency was found to have no significant effects on either resistance or compliance of the subordinates’ attitudes , managerial competency was, however, significantly and positively related with commitment of the subordinates’ attitudes. Such findings might imply that managerial competency strengthened the more active subordinate’ attitude such as commitment.
d. Managerial competency had partial mediating effects on the relationship between internal locus of control and managerial effectiveness. Managerial competency was found to significantly mediate the relationship between internal locus of control and commitment; however, insignificant mediating effect of managerial competency was noted on the relationship between internal locus of control and either resistance or compliance.
e. Management training was found to have no significant effects on any relationship with other variables. Management training had no mediating effect on the relationship between managerial competency and managerial effectiveness. In addition, management training had no moderating effect either on the relationship between internal locus of control and managerial competency or on the relationship between managerial competency and managerial effectiveness.
Based on the above research results, the limitations and the recommendations of this study were presented accordingly.
目 次
第一章 緒論
第一節 研究背景…1
第二節 問題陳述與研究目的…3
第三節 研究流程…5
第二章 文獻探討與研究假設
第一節 專業醫療管理者…6
第二節 人格特質…11
第三節 管理訓練…18
第四節 管理能力…27
第五節 管理效能…40
第六節 各變項之關係…50
第三章 研究方法
第一節 研究假設…58
第二節 研究架構…59
第三節 研究變數操作性定義…61
第四節 問卷設計與變項衡量…63
第五節 樣本選擇與資料蒐集…73
第四章 結果與討論
第一節 樣本結構分析與說明…75
第二節 信度分析、相關係數分析與迴歸分析…81
第五章 結論、限制與建議
第一節 研究結論…92
第二節 理論與實務涵義…96
第三節 研究限制與後續研究建議…98
參考文獻
中文部份…101
英文部份…106
附錄
附錄A…116

表目錄
表2–1 人格特質定義彙總表…11
表2–2 內外控傾向相關研究彙整表…16
表2–3 階層別的訓練重點…24
表2–4 管理能力定義彙總表…30
表2–5 一般管理能力的模式…35
表2–6 各階層員工管理能力需求…37
表2–7 管理效能衡量構面…45
表2–8 有效臨床主管的主要條…47
表2–9 Yukl與Kelman理論相對應接受層次…49
表3–1 人格特質問卷題項…64
表3–2 管理訓練問卷題項…66
表3–3 管理訓練之因素分析…66
表3–4 管理能力問卷題項…67
表3–5 管理效能問卷題項…70
表3–6 管理效能之解釋總變異量…71
表3–7 管理效能之因素分析…71
表3–8 問卷的發放、回收、有效、無效問卷數及百分比率一覽表…74
表4–1 受測對象(部屬填答)人口統計變項次數分配表…76
表4–2 受測對象(主管填答)人口統計變項次數分配表…79
表4–3 信度係數表…81
表4–4 各變數之平均數、標準差、相關矩陣…82
表4–5 內外控人格特質、管理訓練、管理能力間之迴歸分析…83
表4–6 管理訓練在內外控人格特質與管理能力間干擾效果之迴歸分析…84
表4–7 管理能力與管理效能間之迴歸分析…86
表4–8 管理能力在內外控人格特質與管理效能間中介效果之迴歸分析…87
表4–9 管理能力在管理訓練與管理效能間中介效果之迴歸分析…89
表4–10 管理訓練在管理能力與管理效能間干擾效果之迴歸分析…90

圖目錄
圖1–1 研究流程圖…5
圖2–1 醫院組織的五大運作系統…9
圖2–2 管理階層與技能之關係…37
圖3–1 研究架構圖…60
圖5–1驗證支持的假設…94
圖5–2 未受驗證支持的假設…94
一、中文部份
王佳玉 (2000)。轉換型領導與領導效能關聯之研究-以台北市政府為個案分析。國立政治大學公共行政學系碩士班,碩士論文。
王昱文 (1999)。角色衝突、內外控及認知需求對我國警察人員工作壓力之影響:以高雄市警察人員為例。國立中山大學企業管理研究所,碩士論文。
王傑明 (2004)。主管領導行為、工作特性、工作滿意度與離職傾向之關係研究-以高科技產業員工為例。國立成功大學企業管理研究所,碩士論文。
史瑞祥 (2005)。領導者權力、信任對部屬態度及組織公民行為影響-以南部地區海軍艦、陸官兵為例。義守大學管理研究所,碩士論文。
李宜珈 (2004)。人格特質、組織文化與訓練遷移成效關係之研究-以銀行業為例。大葉大學工業關係學系碩士班,碩士論文。 
李儒宜 (1998)。創業家之個人特徵、創業動機與人格特質對於創業行為影響之探討。國立東華大學企業管理研究所,碩士論文。
吳佩芳 (2003)。管理才能、工作動機與工作績效、部門績效關係之研究。國立中央大學人力資源管理研究所,碩士論文。
吳秉恩 (1984)。管理才能發展方案實施成效關係之研究。政治大學企業管理研究所,博士論文。
吳彥輝 (2000)。運用模糊層級分析法與管理才能評鑑模式之研究。國立中山大學人力資源管理研究所,未出版之碩士論文。
Randalls. Schuler (1998)。人力資源管理(五版)(吳淑華、黃曼琴譯)。台北:滄海書局。(英文版1997)
吳靜吉、潘養源、丁興祥 (1980)。內外控取向與工作滿足與績效之關係。國立政治大學學報,第41卷,5月。台北:國立政治大學學報叢書編審委員會編輯。
房冠寶 (2000)。人格特質與工作績效的關聯性研究:以證券業後勤行政人員為例。國立台灣科技大學管理研究所,碩士論文。
邱皓政 (2004)。量化研究與統計分析:SPSS中文視窗版資料分析範例解析(二版)。台北:五南圖書出版股份有限公司。
林恆宇 (1990)。我國企業內管理人才能力發展之實證分析與探討。國立成功大學研究所,碩士論文。
林長瑞 (1985)。員工的人格特質、人口特性與電腦化態度之關係。國立政治大學企業管理研究所,碩士論文。
林建煌 (2005)。管理學。台北:智勝文化事業有限公司。
林首毅 (2003)。核心管理職能訓練課程之規劃與設計-以Z公司為例。國立中央大學人力資源管理研究所,碩士論文。
林財丁、林瑞發(編)(1998)。組織行為。台中:滄海。
林國華 (2005)。國內高階主管之人格特質對「管理能力」及「工作滿足」之影響-以國內五星級渡假旅館為例。朝陽科技大學企業管理學系碩士班,碩士論文。
林惠霞 (1996)。台北市政府主管人員管理才能發展需求評估之研究-美國聯邦管理才能架構應用於我國之分析。國立中興大學公共行政及政策研究所,碩士論文。
施珮君 (2005)。領導特質及行為與信任及組織公民行為間關係之研究-以遠東航空公司為例。義守大學管理研究所,碩士論文。
洪憶文、林雅雯、梁亞文、許惠媚、魏慶國、洪麗真、鄭金寶、徐均宏、黃嫩婷、鄭女滿、楊慧琪、周玲玲、劉碩琦 (2002)。醫院組織功能與管理。台北:偉華書局有限公司。
原凡茹 (2003)。影響管理才能評鑑受評者態度之因素探討-以團隊管理者為例。國立中央大學 人力資源管理研究所,碩士論文。
高麗雀、徐南麗 (2002)。應用Mintzberg的十個角色理論探討管理能力的提昇。慈濟護理雜誌,1卷,2期,12–16。
孫瑞霙 (2001)。領導型態與領導績效之探討–學校與企業之比較性研究。人力資源管理學報,1卷,3期,107–130頁。
陳海鳴 (2003)。管理概論五版-理論與台灣實證。台北:華泰文化事業股份有限公司。
陳慧明(1992)。企業管理:理論、研究、實務。清華管理科學圖書中心。
許道然 (2001)。組織信任之研究:一個整合性觀點。空大行政學報,11 期,253–296頁。
許道然 (2002)。組織公民行為之研究。空大行政學報,12期,114-145頁。
莊逸洲、黃崇哲 (2002)。組織經營。台北:華杏出版股份有限公司。
莊逸洲、黃崇哲 (2004)。醫療機構人力資源管理。台北:華杏出版股份有限公司。
黃英忠 (1993)。產業訓練論。台北:三民書局。
黃英忠、曹國雄、黃同圳、張火燦、王秉均等 (1998)。人力資源管理。台北:華泰書局。
黃英忠 (2000)。人力資源管理。台北,三民書局
黃俊英、林震岩 (1994)。SAS 精析與實例。台北:華泰書局。
張是其 (1997)。組織結構、主管角色與新產品發展績效之研究。中華民國管理科學學會研討會論文集(三),325-328頁,台北。
張�痝w (2004)。室內設計個人居家工作者內外控人格特質、性別角色態度與工作生活品質關係之研究。中原大學室內設計系碩士班,碩士論文。
張春興 (1998)。心理學。台北:東華書局。
張康玲 (2001)。女性業務主管的人格特質、領導型態及領導效能關係之研究-以台灣南區保險業為例。長榮管理學院經營管理研究所,碩士論文。
張裕隆 (1998)。我國管理才能評鑑工具發展及信效度分析研究。國科會專題研究報告。
張瑋恩(2001)。激勵與工作滿足關係之研究。私立長榮管理學院經營管理研究所、碩士論文。
溫裕宏 (2005)。警察志工參與動機與組織公民行為間關係之研究-以高雄市政府警察局為例。義守大學管理研究所,碩士論文。
楊國樞 (1992)。中國人的心理行為-理論與方法篇。台北:桂冠圖書公司。
蔡秋月 (2001)。護理人員組織承諾、工作滿足與組織公民行為之研究-以臺灣南部醫療機構為例。國立中山大學人力資源管理研究所碩士在職專班,碩士論文。
榮泰生 (2003)。企業研究方法(第二版)。台北:五南圖書出版股份有限公司。
鄭伯壎、楊國樞 (1977)。影響工人工作滿足感的因素:領導方式、情境因素及人格特質。中央研究院民族學研究所集刊,44 期,13–45頁。
鄭臻妹 (2001)。內外控人格特質、工作特性及工作績效之分析研究-以台灣高科技產業員工為例。國立中央大學人力資源管理研究所,碩士論文。
鍾司倩 (2003)。台商企業任用大陸當地中階主管管理才能發展之研究。國立中山大學人力資源管理研究所,碩士論文。
鍾帛煻 (1998)。高科技產業主管管理能力來源管道之研究-以工業技術研究院為例。國立中央大學人力資源管理研究所,碩士論文。
蕭丞顯 (2001)。不同策略群組下教育訓練與組織績效之關聯性研究。靜宜大學企業管理研究所,碩士論文。
蕭靜宜 (1999)。護理人員工作特徵、角色壓力、人格特質對組織與專業承諾之影響:H 醫院的個案研究。東海大學管理研究所,碩士論文。
簡茂發 (1994)。信度與效度。見楊國樞、文崇一、吳聰賢、李亦園(編),社會及行為科學研究法(323–351頁)。台北:東華書局。
顏裕庭、黃明和、廖國超、許素貞 (2003)。醫院管理新論。台北:合記圖書出版社。
鎮天錫 (1969)。現代企業人事管理。台灣中華書局。
顏碧仁 (2001)。中階主管績效表現與組織經營績效之探討。國立中正大學企業管理研究所,碩士論文。
羅樹平 (2004)。組織承諾、工作滿意與組織公民行為間之實證研究-屏東縣員警為例。義守大學管理研究所,碩士論文。
蘇文炫 (2003)。企業員工的組織學習因素認知與管理效能關係之研究-以金融產業為例。朝陽科技大學企業管理系碩士班,碩士論文。

二、英文部份
Alimo-Metcalfe, B., & Lawler, J. (2001). Leadership development in UK companies at the beginning of the twenty-first century: Lessons for the NHS? Journal of Management in Medicine, 15 (5), 387–404.
Allport, G. W. (1961). Pattern and Growth in Personality. New York: Holt,Rinehart & Winston.
Analoui, Farhad (1998). Behavioural and causal influences on individual managerial effectiveness in the Ghanaian public sector. International Journal of Public Sector Management, 11(4), 300–313.
Barbour, J. (1989). Notions of Success in General Management. Health Services Management Research, 2(1), 53-7.
Barker, L. (2000). Effective leadership within hospice and specialist palliative care units. Journal of Management in Medicine, 14(5/6), 291–309.
Bass, B. M. (1997). Does the transactional-transformational leadership paradigm transcend organizational and national boundaries? American Psychologist, 52 (2), 130–139.
Bateman, T. S., & Organ, D. W. (1983). Job Satisfaction and the Good Soldier: The Relationship Betoween Affect and Employee Citizenship. Academy of Management Jouranl, 26, 587-595.
Beach, D., Personnel (1980). The Management of People at Work. New York: Macmillan Publication Co.
Bennett, R., & Brodie, M. (1979). A perspective on managerial effectiveness. In Bennett, R. and Brodie, M. (Eds), Perspectives on Managerial Effectiveness. Thames Valley Regional Management Centre.
Bergmann, H., Hurson, K., & Russ-Eft, D. (1999). Everyone a leader: A grassroots model for the new workplace. New York: Wiley.
Boyatzis, R. E. (1982). The Competence Manager: A Model for Effective Performance. New York: John Wiley & Sons Inc..
Brush, Donald H., & Licata, Betty Jo (1983). The impact of Skill Learnability on the Effectiveness of Managerial Training and Development. Journal of Management, 9(1), 27-39.
Constable, J. (1988). The Making of Managers. Longman.
Costa, P. T. Jr., & McCrae, R. R. (1992). Professional Manual for The NEO PI-R And NEO-FFI. Odessa. FL: Psychological Assessment Resources, Inc.
Davis, B., Skuhe, C., Hellervick, L., Gebelein, S., & Sheard, J. (1996). Successful Manager’s Handbook. Personnel Decisions International.
Dienesch, R., & Liden, R. (1986). Leader-Member Exchange Model of Leadership: A Critique and Further Development. Academy of Management Review, 11, 618-34.
Disken, S., Dixon, M., Halpon, S. and Shocket, G. (1990). Models of Clinical Management. IHSM, London.
Dixon, Nancy M. (1993). Developing managers for the learning organization. Human Resource Management Review, 3(3), 248-254.
Drucker, F.P. (1954). The Practice of Management. New York: Harpert Row, Publishing Co.
Drucker, Peter F. (1977). An Introductory View of Management. New York: Harper’s College Press.
Eysenck, H. J. (1992). A reply to Costa and McCrae: P or A and C—the role oftheory. Personality and Individual Differences, 13(8), pp.867-868.
Friedman, H. Hershey (2000). ”Abraham as a transformational leader”. Journal of Leadership Studies, 7(2), pp.88-95.
Gabarro, J. J. (1987). The Dynamics of Taking Charge. Harvard Business School, Boston, MA.
Ghiselli, E. (1971). Exploration in Managerial Talent. New York:McGraw-Hill Inc..
Gilley, J. W., & Eggland, S. A. (1989). Principles of human resource development. University Associated, Inc.
Guglieliemino, P. J. (1979). Developing the top-level executive for the 1980’s and beyond. Training and Development, pp. 12-14
Guilford, J. P. (1959). Personality. New York.
Hamlin, Robert G. (2004). In Support of Universalistic Models of Managerial and Leadership Effectiveness: Implications for HRD Research and Practice. Human Resource Development Quarterly, 15(2), 189-215
Handy, C. (1995). Beyond Certainty: The Changing World of Organization (1st ed.). Boston, MA:Harvard Business School Press.
Hay, J. (1990). Managerial Competence or Managerial Characeristics? Management Education and Development, 21(5), 305-315.
Houle, C. O. (1980). Continuing Learning in the Professions. San Francisco: Jossey-Bass.
House, R. J. (1971). A Path-goal Theory of Effectiveness. Administrative Science Quarterly, 16, pp. 321-338
House, R. J., & Aditya, R. N. (1997). The social scientific study of leadership: Quo vadis? Journal of Management, 23(3), 409–465.
Hugo E. R. Uyterhoeven (1989). General Managers in the Middle. Harvard Business Review, 20(4).
Ivancevich, J. M., Donnely, James H., & Gibson, J. L. (1989). Management: Principles and Function. Boston, MA:Richard D. Irwin, Inc.
Judge, Timothy A. Joyce E & Bono. (2001). ”Relationship of Core Self-Evaluation – self-Esteem, Generalized Self-Efficacy, Locus of Control, and Emotional Stability – with Job Satisfaction and Job Performance: A Meta-Analysis’’. Journal of Applied Psychology, 86(1), pp. 80–92.
Kanter, R.M., & Summers, D.V. (1987). Doing well while doing good; dilemmas of performance measurement in non-profit organizations and the need for a multiple-constituency approach. In Powell, W.W. (Ed.), The Non Profit Sector: A Research Handbook. Yale, New Haven, CT.
Katz, R. L., (1955). Skill of an effective administrator. Harvard Business Review, 33, pp.33–42.
Katz, D. (1964).  The motivational basis of organizational behavior. Behavioral Science, 9, 131–133. 
Katz, D., & R. L. Kahn (1978). The social Psychology of Organizations. NY:Wiley, Inc, 2nd. 
Kelman, H. C. (1958). Compliance, identification, and internalization: Three process of attitude change. Journal of Conflict Resolution, 2, 51–56.
Kinicki, Angelo, & Kreitner, Robert (2003). Organizational behavior: key concepts, skills & best practices. NY: McGraw-Hill
Klemp, G. O. (1980). The Assessment of Occupational Competence. Washington, D.C.: National Institute of Education.
Kotter, J. P. (1996). Leading Change. Harvard Business School Press. Boston, MA.
Kren, L. (1992). The moderating effects of locus of control on performanceincentives and participation. Human Relations, 45(9), 991–1012.
Langford, V. (1979). Managerial effectiveness: a review of the literature. In Bennett, R. and Brodie, M. (Eds), Perspectives on Managerial Effectiveness. Thames Valley Regional Management Centre.
Livingston, J. S. (1971). Myth of hte well-educated manager. Harvard Business Review, 49, 79–89.
Lombardo, Mick & Eichinger, Bob (1997). HR Role in Building Competitive Edgeleaders. Human Resource Management, 36(1), 141-146.
Longest, Beaufort B. Jr., & Brooks, Daniel H. (1998). Managerial Competence at Senior Levels of intergrated Delivery Systems. Journal of Healthcare Management, 43(2), 115-135.
Macy, G. J. (1994). The Selection of General Managers: Some Potential Problems and Suggestions. Journal of General Management, 12(3), pp. 76-87
Martin, Anthony W., & Hawver, Dennis A. (1979). Behavior analysis: A productive approach to management skills development. Management Review, August, 22-25.
McCall, M. W., Lombardo, M. M., & Morrison, A. M., (1988). The Lessons of Experience: How Successful Executives Develop on the Job. Lexington MA: Lexington Books.
McClelland, D. C., & Burnham, D. H. (1976). Power is the Great Motivator. Harvard Business Review, 54(2), 100-110.
McLennan, Kenneth (1967). Education and Training for Managerial Jobs. American Journal of Economics & Sociology, 423-436.
Miborrow, G. (1988). Crafty Management, Management Today. 322-351.
Milkovich, Gorge T., & Boudreau, John W. (1997). Training. Human Resource Management (8th ed.) (pp. 406-455). Chicago: Times Mirrow Higher Education Group, Inc. company.
Miner, J. B. (1963). The measurement of effective performance. New York: McGraw-Hill.
Mintzberg, H. (1973). The nature of managerial work. New York: Harper & Row.
Mintzberg, H. (1975). The Manager’s job: Folklore and fact. Harvard Business Review, 53(4), 49-61.
Mitchell, T. R. (1979). Organizational Behavior. Annual Review of Psychology, 22, pp. 426-435.
Moulton, H. W. (1993). Executive Development: Preparing for the 21st Century. New York: Oxford University Press.
Nadler, L. (1970). Developing Human Resource. Houston, TX: Gulf Publishing Co.
Nadler, L. (1982). Designing Training Programs: The Critical Events Model. Reading MA: Addison-Wesley Publishing.
Nadler, L. (1984). The handbook of human resource development. New York:John Wiley & Sons.
Nadhr & Laird (1979), Developing Human Resource. Texas:Gulf.
Nordhaung, O. (1993). Human Capital in Organizations: Competence, Training, and Learning. Norway: Scandinavian University Press.
O''Driscoll, Michael P., Humphries, Maria, & Larsen, HenrikH (1991). Managerial activities, competence and effectiveness: manager and subordinate perceptions. The International Journal of Human Resource Management, 2(3), 313-326.
Organ, D. W. (1988).  Organizational Citizenship Behavior: The Good Solider Sydrome. Lexington, MA : Lexington Books.
Pfeffer, J. (1981). Power in Organizations. Pitman, Marshfield, MA.
Pickett, Les (1998). Competencies and Managerial Effectiveness: Putting Competencies to Work. Public Personnel Management, 27(1), 103-115.
Quinn, R. E., & Camerson, K. (1988). Paradox and Transformation: Toward a Framework of change in Organization and Management. Cambrige, Mass: Ballinger.
Quinn, E. R., Faerman, R. S., Thompson, P. M., & Mcgrath, R. M. (1990). Becoming a Master Manager: A Competency Framework. N.Y.: John Wiley & Son.
Roberts, James A., Richard S. Lapidus & Lawrence B. Chonko (1997). Salespeople and Stress:The Moderating Role of Locus of Control on Work Stressors and Felt Stress. Journal of Marketing Theory and Practice, 5(3), pp. 93-108.
Robbins, S. P. (2001). Organization Behavior, 9th ed.. New Jersey:Prentice Hall Inc.
Robbins, Stephen P., & De Cenzo, David A. (2001). Fundamentals of Management (3rd ed.). Upper Saddle River, NJ: Prentice Hall.
Rotter, J. B. (1954). Social Learning and Clinical Psychology. Englewood Cliffs, NJ:Prentice-Hall.
Rotter, J. B. (1966). Generalized expectancies for internal versus external control of reinforcement. Psychological monographs, 80, 1-8.
Russ-Eft, D., Berrey, C., Hurson, K., & Brennan, K. (1996). Updating the meaning of leadership: A grass-roots model for the new workplace. An essay from Zenger Miller, M2021 V.2.0 (10/97). San Jose, CA: Zenger Miller.
Sandwith, P. (1993). A Hierarchy of Management Training requirements: The Competency Domain Model. Public Personnel Management, 22(1), 33-45.
Sayles, L. (1979). Leadership. New York: McGraw-Hill.
Scott, Robert C. (1975). Productivity Improvement through better Management of Human Resources. Cost and Management, 49(1), pp. 14-24.
Shartle, C. L. (1961). Executive Performance and Leadership. Englewood Cliffs, NJ: Pretice Hall.
Smith, C.A., Organ, D.W., & Near, J.P. (1983).  Organizationalcitizenship behavior: Its nature and antecedents. Journal of applied Psychology, 68(4), 653–663.
Spector, P. E. (1987). Behavior in Organizations as a Function of Employee’s Locus of Control. Psychological Bulletin, 91, pp. 482–497.
Spencer, Lyle M. & Spencer, Signe M. (2002). Competence at Work: Models for Superior Performance. N.Y.: John Wiley & Sons, Inc.
Stogdill, R. M. (1948). Personnel Factors Associated with Leadership. Journal of Applied Psychology, 25, 35–71.
Streufert, S., & Nogami, G.Y. (1989). Cognitive style and complexity: implications for I/O psychology. In Cooper, C.L. and Robertson, I. (Eds), International Review of Industrial and Organisational Psychology. Wiley, Chichester.
Tett, Robert P., Guterman, Hal A., Bleier, Angela, & Murphy, Patrick J. (2000). Development and Content Validation of a "Hyperdimensional" Taxonomy of Managerial Competence. Human Performance, 13(3), 205–251
Uhlfeder, H. (1996). It’s a new World Out There. Journal for Quality and Participation, Jun., pp.26–35
Wareham, J. (1996). The CEO as Emperor. Across the Board, 33(8), 49–50.
Waters, James A. (1980). Managerial Skill Development. Academy of Management Review, 5(3), 449–453.
Webber, R. A. (1979). Management: Basic Element of Managing Organization. N.Y.: Prentice Hall.
Wexley, K. N., & Baldwin, T. T. (1986). Management development. Journal of Management, pp.274–294
Willcocks, S. G. (1992). Managerial effectiveness and the public sector: a health service example. International Journal of Public Sector Management, 5(5), 4–10.
Willcocks, Stephen (1995). Managerial effectiveness in the NHS: a possible framework for considering the effectiveness of the clinical director. Journal of Managerial Psychology, 10(1), 16–21.
Willcocks, Stephen G. (1998). Managerial effectiveness in an NHS Hospital Trust. International Journal of Public Secotr Management, 11(2/3), 130-138.
Williams, L. J. & Anderson, S.E., (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17, 601–617.
Yau, W. S. L. & Sculli, D. (1990). Managerial Traits and Skills. The Journal of Management Development, 9(6), 32-40
Yeung, A. K. (1996). Competencies for HR Professionals: An Interview with Richard E.Boyatzis. Human Resource Management, 35(1), pp. 119-131
Yukl, G. (1989). Leadership in Organizations (2nd ed.). Englewood Cliffs, NJ: Prentice-Hall.
QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top