業務代表人格特質與核心職能對績效影響的探討 —以某藥廠為例

The impact of sales representative’s personality and core competency on job performance, example from a pharmaceutical company

朱國鴻(Kuo-Hung Chu)

指導教授 ： 辛炳隆 ； 劉念琪

國立中央大學/管理學院/人力資源管理研究所碩士在職專班/碩士(2008年)

摘要

影響業務人員績效的表現有許多因素，從個人的角度來看有人格特質、職能、態度等因素。過去的學者大都分別針對人格質與工作績效，或職能與工作績效進行探討，並未同時探討人格特質與職能對工作績效的影響。本研究主要探討業務人員五大人格特質及核心職能對於工作績效--業績達成率及年度考績的影響。
本研究針對某藥廠四個事業單位年資在半年以上的155位業務代表作為研究的樣本，其中五大人格特質量表採業務代表自評方式進行；而核心職能量表為個案公司所使用，由主管針對所屬的業務代表進行評核。透過這二種方式分別搜集五大人格特質及核心職能相關研究資訊，實際回收140份問卷，剔除無效問卷後的有效樣本為110份。經由迴歸分析統計方法整理分析後，有以下發現：
一、 業務代表的核心職能與工作績效—業績達成率及年度考績達到顯著水準，此顯示業務人員核心職能分數愈高，其工作績效的表現也愈好。
二、 業務代表的五大人格特質與工作績效—業績達成率及年度考績並未達到顯著水準，此顯示五大人格特質並無法預測業務人員的工作績效。

關鍵字

業務代表 ； 人格特質 ； 核心職能 ； 工作績效

並列摘要

From an individual’s perspective, the factors related to sales representative’s job performance include personality, core competency, job attitude and etc. Instead of discussing both the personality’s and core competence’s impact on job performance in one study, past researches usually only dealt with one topic. The study is to explore the impact of “Big Five” personality traits and core competences of sales representative on job performance - sales achievement rate and year end performance.
The research sample, 155 sales representatives, came from four business units of the sales department in one Pharmaceutical company. A brief version of Goldberg’s Unipolar Big-Five Markers was distributed to sales representatives for self evaluation. The core competency survey developed and adopted by the Pharmaceutical Company was distributed to district managers for evaluating their sales representatives. The effective sample is 110 after deleting ineffective questionnaire. The findings after regression analysis are as follows.
1. The relationship between core competency of sales representative and performance - such as sales achievement rate and year end performance rating is significant. This means the higher score of the sales representative’s core competency, the higher of sales achievement rate and year end performance rating.
2. The relationship between “Big Five” personality traits of sales representative and performance - such as sales achievement rate and year end performance rating is not significant. This means that the personality traits have no impact on sales representative’s sales achievement rate and year end performance rating.

並列關鍵字

Performance ； Sales Representative ； Personality ； Core competency

參考文獻

Barrick, M.R., & Mount, M.K., 1991. The Big Five personality dimensions and job performances: A meta-analysis. Personnel Psychology, 44, 1-26

Barrick, M. R., Mount, M.K., & Strauss, J. P., 1993 Conscientiousness and performance of sales representatives: Test of the mediating effects of goal setting. Journal of Applied Psychology, 78(4), 715-722

Behling, O. 1998. “Employee Selection: Will Intelligence and Conscientiousness Do the Job?” Academy of Management Executive 12: 77-86.

Bing, M. N. and J. W. Lounsbury. 2000. “Openness to Experience-Performance Relationship.” Journal of Managerial Psychology 17 (8): m712-722.

Costa, P.T.Jr. & McCrae, R.R., 1992. An Introduction of the Five-Factor Modeland its Applications. Journal of Personality, 60(2), 175-215.