壽險業業務人員核心職能、人格特質與組織承諾關聯性之研究
—以M公司為例

全球化金融環境市場整合，多元化行銷、吸引菁英投入、專業職能、強健的人力組織是永續經營之要。探索人才之異質性、差異化，進而強化組織承諾、降低組織內耗、發揮綜效，建構最佳人力配置。金融環境的變革與挑戰，競爭激烈，透過瞭解壽險業業務人員的核心職能、人格特質與組織承諾之重要性，關聯性之研究。創造個人與組織的核心價值與不被取代性、決勝關鍵與競爭優勢，成為卓越出眾的組織，使組織快速邁向綠樹成蔭的大格局。本研究以壽險業業務人員M公司北區業務人員為研究母體，總計發出問卷150份，回收有效問卷143份，回收率為95%。採用描述性統計分析、T檢定、變異數分析、事後多重比較相關分析及複迴歸分析等方法進行資料分析。研究結果發現：嚴謹性人格特質高者核心職能較強，開放性人格特質高者喜表現熱情參與，在單位是被喜愛，視為有活力的動力發電機。嚴謹性高者，信念、執行力高具積極與實踐力強，對單位貢獻度佳，具舉足輕重之地位，被視為典範之指標。核心職能生產力強者能提供最好的滿意方案，服務承諾的使命、責任高。競爭力、復原力、反省力居高顯見對組織是認同與投入。核心職能愈佳，人格特質正向愈高，組織承諾就會愈強愈濃烈。核心職能愈強，顯見得到的實質利益與附加價值愈高，對組織承諾之依存度，展現密不可分之關係。核心職能可以培訓加強，特質可以瞭解變圓融多面向、納百川，組織承諾因受公司重視、榮耀，在組織扮演不可被取代的角色與成就感/責任感，就更珍惜羽毛，全力以赴成為指標。

關鍵字

核心職能、人格特質、組織承諾

並列摘要

In view of the integration of the global financial environment and market, diversified marketing, attraction of an excellent human resource, professional competence and strong manpower organization have become essentials for the continued operation of a corporation. The optimum manpower distribution is achieved through a thorough understanding of the heterogeneity and diversity of the human resource, and through the reinforcement of organizational commitment, reduction of internal organizational depletion, optimization of work performance. The paper aims to understand the reforms, challenges and the nature of the competition in the financial environment through an understanding of the importance and correlation among the core competence, personality traits and organizational commitment of the life insurance agent. Moreover, the paper hopes to identify the factors contributing to the core value and indispensability of an individual or organization, as well as the key to the success and the competitive edge that could help an organization excel over others and achieve a greater scale at a faster rate. The north district life insurance agents of the M Company serve as the study matrix. We distributed a total of 150 questionnaires and recovered 143 effective questionnaires, thus, giving us a recovery rate of 95%. We employed the descriptive statistical analysis, the T test, the analysis of variance, the Pearson’s posthoc comparison, and the multiple regression analysis to analyze the data. The study results show that: Individuals with more conscientious and careful personalities tend to have stronger core competence. Whereas, individuals with more open personalities tend to show a preference for participation and are more welcome and liked in their units; hence, they are regarded as energetic power dynamos. On the other hand, individuals with more conscientious and careful personalities tend to have stronger convictions, take aggressive and pragmatic actions and contribute well to the company; thus, they tend to hold important positions in the company and are regarded as models or examples to follow. Individuals with very high productivity provide the highest satisfaction and have a strong sense of commitment to service and responsibility. Where individuals show strong competitive power and capacity for recovery and introspection, it manifests a sense of belonging and dedication to the organization. Where core competence is better, personality traits tend to be more positive, and commitment to organization tends to be stronger and devoted. Where core competence is stronger, then more substantial benefits and higher added values are achieved; thus individuals would tend to have a sense of dependency to the organization and thus become more committed. Core competence may be enhanced through training and education. Personality traits may become mellow, multifaceted and more tolerant through understanding. Moreover, the high regard of management, a sense of pride, an indispensable role in the organization, and a sense of achievement or responsible could enhance commitment to organization; thus, compelling individuals to value their accomplishments and work hard for their goals.