在過去的二十年中,管理教練一直是組織績效和學習中最重要的屬性之一。在大多數情況下,管理教練已與外派人員聯(lián)系在一起,在當今全球化的世界中,外派人員已占了對跨國公司（MNC）本地雇員進行教練管理的大量管理人員。值得注意的是,由于全球化的運營,2013年的外派人員數量約為5200萬,到2017年為6600萬,增長了5.8%.Finaccord預測顯示,到2021年這一數字可能會達到8200萬。這項研究的目的是調查和探索外籍管理教練行為將如何影響本地員工的學習效果和工作績效,以及本地員工的興旺發(fā)展對學習效果和工作績效的影響,具體取決于跨文化智力水平外籍管理人員的外籍人員調整水平。這項研究還旨在研究外派人員的調整和文化智慧是否可以緩解管理教練行為與員工在工作中的興旺發(fā)展之間的關系,以及管理教練行為與員工學習效果之間的關系。運用四個基本理論,即管理教練行為,工作興旺,學習效果和任務績效來構架本研究中使用的假設概念模型,在管理教練中,路徑目標理論被用作總體理論。數據是從兩個人口集合（本地員工和外籍人士）中收集的。該數據是在贊比亞的兩家公司的子公司收集的,該公司擁有1000多名員工。還從托管贊比亞當地... 

【文章來源】： MULELE SIMASIKU 對外經濟貿易大學

【文章頁數】：134 頁

【學位級別】：博士

【文章目錄】：
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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