Basic Search / Detailed Display

Author: 陳泳霈
Chen, Yung-Pei
Thesis Title: 財產保險業外派人員職能重要性與表現度分析
An Importance and Performance Analysis of the Expatriate’s Competency in the Property Insurance Industry
Advisor: 李隆盛
Lee, Lung-Sheng
Degree: 碩士
Master
Department: 科技應用與人力資源發展學系
Department of Technology Application and Human Resource Development
Thesis Publication Year: 2019
Academic Year: 107
Language: 中文
Number of pages: 86
Keywords (in Chinese): 財產保險業外派人員職能
Keywords (in English): property insurance, expatriates, competency
DOI URL: http://doi.org/10.6345/NTNU201900949
Thesis Type: Academic thesis/ dissertation
Reference times: Clicks: 118Downloads: 14
Share:
School Collection Retrieve National Library Collection Retrieve Error Report
  • 全球化及國際化快速發展,許多企業紛移向國外市場開拓經濟,因應海外市場拓展,但對於母公司外派至海外要找到合適的外派人員為公司開拓市場實是件不容易。本研究目的在了解財產保險業外派人員的角色與職責、應具備職能及職能缺口。本研究依文獻探討及專家審查法,借重美國勞工部就業訓練局(ETA)推動的職能積木模式,建立財產保險業外派人員職能重要性與表現度問卷,並以標的產業中近兩年市占率第一及規模最大之個案公司的118名外派人員為調查對象,採線上問卷調查法。回收問卷資料經分析各項應備職能之重要性及表現性,找出目前職能缺口,結果發現「自信心」、「解決問題」、「會談協商」和「利益談判」4項職能缺口,需積極投入改善,以提升員工和部門績效。研究結果可供財產保險業未來在招募、訓練、考核外派人員與規劃其職涯發展時之參考。

    With the rapid development of globalization and internationalization, many companies have moved to open up their economies to foreign markets. In response to the expansion of overseas markets, the parent company is not easy to find suitable expatriates to open up foreign markets for itself. The purpose of this study was to understand the roles, responsibilities, competencies and competency gaps of expatriates in the property insurance industry. Based on a literature review and an expert review, this study employed the competency building block model promoted by the Employment Training Authority (ETA), U.S. Department of Labor to establish the competency importance and performance of the property insurance industry expatriates. A case company in the target industry, which has the largest market share in recent two years, was selected. The 118 expatriates of the case company were surveyed with online questionnaire. The statistical data of the questionnaires were used to analyze the importance and performance of each of the competencies. Consequently, the following competency gaps required active improvement to help employees and their departments increase their performance are found: self-confidence, problem solving , conversation negotiation and interests negotiation. The study results can serve as a reference for the future development of the property insurance industry in recruiting, training and evaluating expatriates and planning their career development.

    謝誌 III 摘要 V ABSTRACT VII 目 錄 IX 表 次 XI 圖 次 XII 第一章 緒論 1 第一節 研究背景與動機 1 第二節 研究目的與待答問題 5 第三節 研究範圍與限制 7 第四節 名詞解釋 8 第二章 文獻探討 11 第一節 財產保險業外派人員的角色與職責 11 第二節 財產保險業外派人員應具備職能 18 第三節 財產保險業外派人員職能缺口 29 第三章 方法與程序 37 第一節 研究設計 37 第二節 研究對象 38 第三節 研究工具 38 第四節 實施程序 42 第五節 資料處理 44 第四章 結果與討論 47 第一節 樣本特性 47 第二節 外派人員角色、職責和職能 51 第三節 財產保險業外派人員職能重要性及表現度 59 第五章 結論與建議 65 第一節 結論 65 第二節 建議 70 參考文獻 73 附錄 財產保險業外派人員職能之重要與表現程度調查問卷 83

    一、中文部分
    李隆盛(2003)。工程與技術學院學生的核心能力。技術及職業教育雙月刊,74,2-8。
    李美芬(2003)。國際人力資本量表之發展(未出版之碩士論文),義守大學,高雄市。
    李右婷、吳偉文、盧仁傑、鍾帛煻(2006)。建立職能分析能力課程規劃及運用試作之研究。行政院勞工委員會職業訓練局泰山職業訓練中心。
    邱玉蟾(2012)。國際文教行政人員職能分析之探討-ETA職能模式之應用。文官制度季刊,4-4,87-126。
    林燦螢(2013)。職能建構應用與績效連結 Step by Step。能力雜誌總號第690期,頁 34-42。
    胡宜仁(2002),人身&財產保險經營。臺北市:平安文化出版。
    凌氤寶、康裕民、陳森松(2003)。保險學— 理論與實務。臺北市:華泰。
    黃春長、陳世昌(2008)考察美國高成長工作訓練方案。行政院勞工委員會職業訓練局,出國考察報告。
    鄭晉昌、林俊宏、黃猷悌(2006)。人力資源e化管理 理論、策略與方法。新北市:前程文化。
    賴春金、李隆盛(2011)。職能分析的方法與選擇,國家文官學院 T&D 飛訊,114,13。
    盧薇如(2004)。跨國企業國際經理人才遴選評估要素之研究(未出版之碩士論文)。國立政治大學,臺北市。
    鍾燕宜(2002)。銷售與拒絕情境 下心理量表的發展與評量-以壽險業務員為例(未出版之博士論文)。國立交通大學,新竹市。
    簡詩怡(2000)。跨國企業外派人員跨文化能力內涵之研究(未出版之碩士論文)。國立臺灣師範大學,臺北市。
    藍雅馨(2002)。跨文化訓練實施程度、派外人員能力與海外適應之關聯性研究-以台商派駐大陸人員為例(未出版之碩士論文)。中原大學,桃園市。
    蘇文斌、林宏誠、陳明國(2007)。保險學學理與實務。臺北市:華立圖書。
    顧鳳姿(1993)。資訊業駐外經理海外調適之研究(未出版之博士論文)。國立政治大學,臺北市。

    二、外文部分
    Arvey, R. D., Bhagat, R. S. & Salas, E. (1991), Cross-cultural and cross-national issues in rersonnel and human resources management. Research in Personnel and Human Resources Management, 9, 375-407.
    Adler, Nancy J. and Bartholomew, Susan(1992), Managing Globally Competent People. Academy of Management Executive, 6(3), 52-65.
    Aycan, Z. (1997) Expatriate adjustment as a multifaceted phenomenon: individual and organizational level predictors. International Journal of Human Resource Management, 84, 454-456.
    Boyatzis, R. E. (1982). The competent manager: A model of effective performance. New York, NY: John Wiley & Sons.
    Black, J. S., & Stephans, G. K. (1989). The influence of the spouse on American expatriate adjustment in Pacific Rim overseas assignments. Journal of Management, 15(3), 529-544.
    Bjorkman, I. & Schaap, A. (1994). Outsiders in the middle kingdom: Expatriate managers in Chinese-western joint venture. EuropeanManagement Journal, 12(1), 147-153.
    Byham, W. C., & Moyer, R. P. (1996). Using competencies to build a successful organization. New York, NY: Development Dimensions International.
    Cascio, W. F. (1992). Managing human resources: Productivity, quality of work life, profits. New York, NY: McGraw-Hill.
    CaNtano, V. M. (1998). Appendix 1: Competencies: A review of the literature and bibliography. Canadian Council of Human Resources Associations. Retrieved from http://www.chrpcanada.com/en/phaseIreport/appendix.asp
    Caligiuri, P. M. & Lazarova, M. (2001). Strategic repatriation policies to enhance global leadership development. In M. E. Mendenhall, T. M. Kuhlmann, & G. K. Stahl (Eds.). Developing Global Business Leaders.(pp.243-256). Westport, Connecticut: Quorum.
    Caligiuri, P. M., Phillips, J., Lazarova, M., Tarique, I. & Burgi, P. (2001)The theory of met expectations applied to expatriate adjustment: the role of cross-cultural training. International Journal of Human Resource Management, 12(3), 357-372.
    Caligiuri, P., & Di Santo, V. (2001). Global competence: What is it, and can it be developed through global assignments ? Human Resource Planning, 24(3), 27–35.
    Cardy, R. L. and T. T. Selvarajan.(2006). Competencies: Alternative frameworks for competitive advantage. Business Horizons, 49, 235-245.
    Desatnick, R. L. & Bennett, M. L. (1978). Human resource management in the multinational company. New York, NY: Nichol.
    David A, Harrison and Margaret A. Shaffer. (2005) Mapping the criterion space for expatriate success: task - and relationship-based performance, effort and adaptation. The International Journal of Human Resource Management,16(8), 1454-1474. dio:10.1080 /09585190500220648
    Ennis, M. R. (2008). Competency Models: A Review of the Literature and the Role of the Employment and Training Administration (ETA). 1-24. Washington, DC:Office of Policy Development and Research, Employment and Training Administration, U. S. Department of Labor.
    Fogg, C. D. (1999). Implementing your strategic plan: How to turn "intent" into effective action for sustainable change. New York,NY:AMACOM.
    Hodgetts, R. M. & Luthans, F. (1993). U. S. multinationals' expatriate compensation strategies. Compensation and Benefits Review, 25(1), 57-62.
    Hullinger, H. (1995). Antecedents of Intercultural Adjustment of American Expatriates in the People’s Republic of China. (Doctoral dissertation, Oklahoma State University). Retrieved from https://shareok.org/bitstream/handle/11244/34446/Thesis-1995D-H914a.pdf?sequence=1
    Ingemar, T.(1994). Operative and strategic use of expatriates in new organizations and marker structures. International Studies of Management & Organization, 24(3), 5-17.
    Kotler, P. (2003). Marketing management (11th ed.). New York, N J: Prentice Hall.
    Lawson , L.(1996).Critical competency and developmental experience for top HR executives. Human Resource Management, 35(1), 67-85.
    McClelland, D. C. (1973).Testing for competence rather than for “ intelligence ”. American Psychologist, 28(1), 1-14.
    McLagan, P. A.(1980). Competency model. Training & Development Journal, 34(12), 22-26.
    Mendenhall, M., & Oddou, G. (1985). The dimensions of expatriate acculturation: A review. The Academy of Management Review, 10(1), 39-47.
    Mansfied (1996),Building competency models: Approaches for HR professionals. Human Resource Management, 35(1), 7-18.
    Martilla J. A. & James J.C. (1977),Importance-performance Analysis. Journal of Marketing, 41(1),77-79.
    McCall, M. W.,(2004).Leardership development through experience.Academy of Managerment Executive, 18(3),127-130.
    Naumann, E. (1993). Antecedents and consequences of satisfaction and commitment among expatriate managers. Group and Organization Management, 18(2), 153-187.
    Oddou, G. R.(1991), Managing your Expatriates:What the Successful Firms Do, Human Resource Planning,14(4), 301-306.
    Parry, S. B. (1998). Just what is a competency? (And why should you care?). Training, 35(6), 58-64.
    Robert, Z. J., & Norbert, T.(2003). Excellence through Implicit Competencies : Human Resource Management-Organization Development-Knowledge Creation. Journal of Change Management, 3(3), 199-211.
    Spencer, L. & Spencer, M. (1993). Competence at work: Models for superior performance. New York, NY: John Wily & Sons.
    Shippman, J. S., Ash, R. A., Battista, M., Carr, L., Eyde, L. D., Hesketh, B., Kehoe, J. Pearlman, K., & Sanchez, J. I.(2000). The practice of competency modeling. Personnel Psychology,53, 703-740.
    Tung, R. L. (1981). Selection and training of personnel overseas assignments. Columbia Journal of World Business, 16(1), 68-78.
    Tung,R.L.(1981). Comparative Analysis of the Selection and Training Procedures of U.S.,European and Japanese Multi- nationalsPaper. Presented at the First International Symposium on Cross-cultural Management, Montreal, Quebec, Canada.
    Zeira, Y., & Bania, M. (1987). Selecting managers for foreign assignments. Management Decision, 4(25), 38-40.

    下載圖示
    QR CODE