本研究企圖建立一套具本土特性且能有效反映維修資源管理訓練成效的評估問卷。以Taylor及Thomas (2001)與潘義鉦（民92年）的問卷內容及發現為基礎，加入本土化問項以及開放性問題建立基礎研究問卷。問卷調查分訓練前、訓練後一星期及訓練後六個月等三階段實施，以4家國籍航空公司、2家民用航空維修場、以及飛安基金會舉辦之MRM受訓人員為研究對象，共發出1795份問卷，有效回收率為56.66%。分析結果發現：1.MRM訓練成效與持續性只有「信任主管安全之執行力」較佳；2.MRM訓練後維修工作進度延後頻率顯著低於訓練前，而受訓人員更加贊同課程會提升航空安全與組員效能，且呈現適度以上的行為改變程度；3.相信懲罰、對事不對人的作風尚未被國人接受，此文化深植的觀念問題非常難以藉由訓練改善；4.MRM訓練課程中最具實用性之課程內容為「溝通」，其他訓練由於成果表現持續性不佳，故應加強訓練或縮短複訓間隔。

This study aims to develop a valid toll for Maintenance Resource Management (MRM) training of the localism, which can rapidly and effectively evaluate the training outcome. The questionnaire is developed in accordance with the Taylor ＆ Thomas(2001) tool for evaluating MRM programs. In addition, based on the finding from Yi-Chen Pan(2003), we made some modifications and asked more questions to take the respondents’ (AMT’s ) culture shock and inability in adapting to the training procedure into consideration. The results of this survey included the following: 1). The effectiveness and persistency of MRM training is better within “Supervisor’s Trust ＆ Safety”. 2). After MRM training, the progress of maintenance is better than was. The trainees agreed that MRM training can increase aviation safety and crew efficiency. The change of their behavior is above moderation. 3). Domestic trainers did not accept the conception of confining the discussion to the matter at issue rather than to people. This conception is hard to be changed through training. 4). In MRM training, the most practical and the major work-changing program is “Communication”. It is necessary to enhance the content of program or shorten the period between trainings.