業務人員人格特質與銷售技能對績效表現相互影響之研究-以台灣醫藥產業為例

本研究以台灣製藥產業的多國籍公司為研究個案，取樣不同國別的藥品行銷業務行銷人員，參考如「學習導向」、「績效導向」、「推展業務能力」、「市場技術知識」、「人際關係技巧」、「自評績效」、「行為績效」及「成果績效」等相關量表，企圖建立一組「業務人員人格特質與銷售技能對績效表現」之評估量表，提供製藥產業對業務人員甄選晉用與訓練發展的參考依據。研究結果中顯示，所發展出的「業務人員人格特質與銷售技能對績效表現」之量表，其信效與度均具穩定性與一致性；其中，「學習導向」及「績效導向」與「推展業務能力」、「市場技術知識」、「人際關係技巧」，對「自評績效表現」、「行為績效」及「成果績效」皆呈現顯著正相關；而「學習導向」人格特質對整體「績效表現」未達顯著水準，亦即兩者之間無直接效果存在；相對「績效導向」對整體「績效表現」達顯著水準，亦即兩者之間具直接與間接效果；兩兩相比較對「績效表現」之效果，則以「績效導向」優於「學習導向」。依公司類型不同對其成果績效上，模組量表所呈現的結論顯示出歐美公司業務人員在「績效表現」的表現，優於日系公司及台灣公司，而日系公司則又優於台灣公司。另外，「學習導向」及「績效導向」人格傾向、「銷售工作技能」與「績效表現」的理論模式路徑分析顯示，無論基本配適度、整體配適度(外在品質)與模式內在品質等皆達到檢測的契合水準。綜言之，企業面對不景氣的經營挑戰，若遴選具「高績效導向」人格特質者，透過其優異的「銷售工作技能」，相對比「高學習導向」更能有卓越的「績效表現」，此點不僅提供業界人力資源管理者參考價值外，亦可讓業務主管參照成員特質而因材施教，進行不同的在職訓練、適時的激勵與合理的績效評核。

關鍵字

人格特質；銷售技能；績效評估

並列摘要

The purpose of this study was to establish a set of the salespersons’ personal characteristics in selling skills and the effects on performance by considering eight related scales, which are “learning orientation”, “performance orientation”, “salesmanship”, “technical knowledge”, “interpersonal skills”, “self-report performance”, “behavior-based performance”, and “result-based performance”, by investigating international pharmaceutical companies in Taiwan. In addition, we attempt to understand the difference of performance generated by different personal characteristics as well as the effect of various degree selling skills from multiple-nation by CFA-SEM (confirmatory factor analysis and structural equation modeling). The findings of this study consist of six parts. First, the developed scale performed well in reliability and validity. Second, overall referred scales are positively mutually related to one another. Third, “learning orientation” affects insignificantly to the overall performance, including self-report performance, behavior-based performance, and result-based performance. Furthermore, “performance orientation” affects “overall performance” significantly. Fourth, “performance orientation” is more influenced to “overall performance” than “learning orientation”. Fifth, evaluating the salespersons’ three types of performance has concluded that the Occident companies are the best, Nippon companies are better than Taiwan. Finally, unidimensionality testing, preliminary fit criteria, overall model fit, and fit internal structural model are well above the specified levels. In conclusion, some implications for future research on practical uses for human resource management and highlight of trainings are discussed.