在激烈的競爭環境下，第一線的主管對於人力資源發展活動有越來越重大的責任，教練制度透過主管教導行為之展現使得員工能透過回饋與指導促進個人改善與組織成長。在過去相關的研究中，主要著重於教練技巧之提升或主管教練績效之改善，較少有研究進一步對主管在接受訓練與訓練後強化措施後之行為過程和教練制度導入成效，進行檢驗與因果關係的探討；因此，本研究藉由實際對主管進行訓練後，以縱貫性的的方式進行跨越二期之資料蒐集，透過學術上的迴歸分析之方法，針對主管教練接受訓練與訓練後強化措施之行為進行探討，並進一步進行主管教導行為對部屬績效和制度效能認知之影響的分析。
本研究以實施主管教練制度之個案公司中的169位部屬與56位主管為配對樣本，進行部屬對於主管教導行為之問卷調查，研究結果除了證實本研究架構外，也證實了主管教練制度中訓練對於主管展現有效教導行為之重要性，並且說明了部屬之績效改善與對制度的成效認知需要藉由感受到主管教導行為之展現才能達成。而本研究進一步提出相關的管理意涵，提供實務上欲施行教練制度之企業作為未來參考之方向。

Coaching has received considerable attention in recent years as the responsibility for employees’ learning and development has been increasingly devolved to line managers. Managers are expected assume roles as coaches to use coaching behaviors to improve employees’ performance and facilitate organization growth. Most of the previous researches examined enhance of coaching skills or improve managers’ performance but failed to examine the managers coaching behavior after coach training and post-training supplements. This research will collect longitudinal data to examine the coaching process.
169 employees and 56 managers in a company were surveyed after coaching implementing. The results of research revealed coach training can help managers to demonstrate coaching behavior, and also shows that coaching behavior can enhance employees’ performance and Perceive coaching effectiveness. Management implications and recommendation are discussed for companies who will adopt the coaching.

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