Chinese Expatriates Managerial Coaching Behaviors’ Impact on

发布时间：2021-02-15 00:31

　　在过去的二十年中,管理教练一直是组织绩效和学习中最重要的属性之一。在大多数情况下,管理教练已与外派人员联系在一起,在当今全球化的世界中,外派人员已占了对跨国公司（MNC）本地雇员进行教练管理的大量管理人员。值得注意的是,由于全球化的运营,2013年的外派人员数量约为5200万,到2017年为6600万,增长了5.8%.Finaccord预测显示,到2021年这一数字可能会达到8200万。这项研究的目的是调查和探索外籍管理教练行为将如何影响本地员工的学习效果和工作绩效,以及本地员工的兴旺发展对学习效果和工作绩效的影响,具体取决于跨文化智力水平外籍管理人员的外籍人员调整水平。这项研究还旨在研究外派人员的调整和文化智慧是否可以缓解管理教练行为与员工在工作中的兴旺发展之间的关系,以及管理教练行为与员工学习效果之间的关系。运用四个基本理论,即管理教练行为,工作兴旺,学习效果和任务绩效来构架本研究中使用的假设概念模型,在管理教练中,路径目标理论被用作总体理论。数据是从两个人口集合（本地员工和外籍人士）中收集的。该数据是在赞比亚的两家公司的子公司收集的,该公司拥有1000多名员工。还从托管赞比亚当地... 

【文章来源】： MULELE SIMASIKU 对外经济贸易大学

【文章页数】：134 页

【学位级别】：博士

【文章目录】：
摘要
Abstract
CHAPTER ONE INTRODUCTION
    1.1 Research Background
    1.2 Problem Statement
    1.3 Significance of Study
    1.4 Research Question
        1.4.1 Sub-research Questions
    1.5 Definition of Key Concepts
CHAPTER TWO REVIEW OF LITERATURE
    2.1 Preamble
    2.2 Literature Review Procedure
    2.3 Managerial Coaching Behavior:A history
    2.4 Theoretical Foundations
    2.5 Managerial Coaching Behavior Outcomes and Theories
        2.5.1 Path-Goal Theory
    2.6 Types of Coaching
    2.7 Research Variables
    2.8 Moderating Variables
CHAPTER THREE RESEARCH MODEL AND HYPOTHESIS
    3.1 Managerial Coaching Behaviors and（i）Employee Thriving at Work（ii）Employee Learning Effects
    3.2 Employee Thriving at Work and Employee Learning
    3.3 Employee Thriving at Work and Employee Task Performance
    3.4 Employee Cultural Intelligence and Employee Learning Effects
    3.5 Expatriate Adjustment Moderating Managerial Coaching Behaviours and Employee Thriving at Work Relationship
    3.6 Expatriate Cultural Intelligence Moderating Managerial Coaching Behaviours and Employee Learning Effects
CHAPTER FOUR METHODOLOGY
    4.1 Data Collection and Participants
    4.2 Demographics and Participants
        4.2.1 Local Employees Demographics
        4.2.2 Expatriate Managers Demographics
    4.3 Variable Measurements
        4.3.1 Other Variables
    4.4 Data Analysis Methods
CHAPTER FIVE RESULTS
    5.1 Introduction
    5.2 Test of Measurement Model
        5.2.1 Reliability Analysis Test
        5.2.2 KMO and Bartletts
        5.2.3 Communalities
        5.2.4 Descriptive Statistics and Correlations
        5.2.5 Data Screening
        5.2.6 Missing Data
        5.2.7 Accuracy
        5.2.8 Outliers and Other Methods
    5.3 Hypothesis Tests
CHAPTER SIX DISCUSSION
    6.1 Introduction
    6.2 Summary
    6.3 Discussion of Results:Quantitative Study
        6.3.1 Hypothesis1:Managerial Coaching Behaviors will positively impact the relationship between（i）Employee Thriving at Work（ii）Employee Learning Effect
        6.3.2 Hypothesis2:Employee Thriving at Work will positively impact Employee Learning Effects
        6.3.3 Hypothesis3:Employee Thriving at Work will positively impact Employee Task Performance
        6.3.4 Hypothesis4:Employee Cultural Intelligence will positive impact Employee Learning Effects
        6.3.5 Hypothesis5:Moderator- Expatriate Adjustment:Expatriate Coaching Behaviors and Employee Thriving at Work
        6.3.6 Hypothesis6:Moderator- Expatriate Cultural Intelligence:Expatriate Coaching Behaviors and Employee Learning Effects
    6.4 Discussion of Results:Qualitative Case Study
        6.4.1 Introduction:Expatriates
        6.4.2 Expatriation Experience Overview
        6.4.3 Managerial Coaching Experience
        6.4.4 Adjustment and Cultural Differences
        6.4.5 Introduction:Local Employees
        6.4.6 Local Employee Experience working under Chinese managers
    6.5 Case Study Analysis and Summary
        6.5.1 Introduction
        6.5.2 Managerial coaching,Thriving at Work and Learning Effects
        6.5.3 Expatriate Adjustment and Cultural Intelligence
CHAPTER SEVEN CONCLUSION
    7.1 Theoretical Implications
    7.2 Practical Implications
    7.3 Research Limitations
    7.4 Future Research Direction
REFERENCES
APPENDIX A
APPENDIX B
APPENDIX C
ACKNOWLEDGEMENT
CURRICULUM VITAE



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