台湾寿险业务员训练需求评估DelphiStudy之应用.docx
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台湾寿险业务员训练需求评估DelphiStudy之应用.docx
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台湾寿险业务员训练需求评估DelphiStudy之应用
台灣壽險業務員訓練需求評估-DelphiStudy之應用
范姜肱鄭鎮樑蔡世傑
元培科學技術學院企管系
實踐大學風險管理與保險系
元培科學技術學院研發處
摘要
本研究主要目的是要確認台灣在此變化迅速之環境中,如要成為一位稱職之壽險業務員,其必須具備之能力應為何。
本研究經德飛法(Delphi)等相關質性研究(qualitativeresearch)與數量方法(quantitativeresearch)之應用,得知專家學者們所一致共同確認之十項壽險業務員應具備之能力。
本研究發現專家學者對此十項應具備能力之重要性排序有顯著之差異。
壽險公司人力資源管理者在規劃壽險業務員教育訓練課程時應把焦點集中在本研究所確認之十項應具備能力,而十項應具備能力之排序,可幫助人壽保險公司人力資源管理者擬定訓練計劃時之參考,如此才能在有限預算與時間內,達到最大之訓練效果。
有助於提高台灣人壽保險業務員之訓練績效。
關鍵字:
needsassessment,Delphistudy,lifeinsurance,salesrepresentatives,necessarycompetence.
TrainingNeedsforTaiwanLifeInsuranceSalesRepresentatives-DelphiStudyApproach
ABSTRACT
NeedsassessmentsforlifeinsurancesalesrepresentativesshouldbeupdatedtofitarapidlychangingenvironmentinTaiwanandthetrainingcoursesalifeinsurancecompanydeliversneedtoadapttolearnerneedsanddesires.
Needsassessmentisthefirststeptodevelopatrainingprogramandthisprocessshouldconsiderfactorsoforganizationalandjobneeds.ThelifeinsurancemarketinTaiwanchangedduetoglobalization,populationaging,andinformationtechnologyinnovation.Atthesametime,manyfinancialinstitutesbegantoreorganize,suchasmergingandacquiringeachotherorbecameamemberofafinancialholdingcompany.
Thepurposesofthisstudywereto:
(a)conductaneedsassessmenttoidentifyupdatednecessarycompetenciesforlifeinsurancesalesrepresentativesfortherapidlychanginglifeinsuranceenvironmentinTaiwan;and(b)identifyprioritytrainingforsalesrepresentativesinlifeinsurancecompanies.
Amixed-methodapproachwasemployedinthisneedsassessmentresearchandidentifiedrankingsofnecessarycompetenciesfortheinsurancesalesrepresentatives.TheemphasiswasonqualitativedatafromthreeroundsofstandardizedinterviewsviaDelphiresearchtechnique,withquantitativedataanalyzedbyWilcoxonSignedRankTestwasusedtohelpranknecessarycompetenciesandinterpretresultsfromthequalitativedata.TheDelphipanel(N=10)wasselectedbypurposivesamplingofpeoplewithaknowninvolvementorexpertiseinlifeinsurancesalestraining.
Besidesthesevennecessarycompetenciesidentifiedbythisstudyinthefirstplace,theDelphipanelistssuggestedthreeadditionalnecessarycompetenciesforlifeinsurancesalesrepresentatives.TheDelphipanelistsalsoindicatedasignificantlydifferentagreementlevelbetweensomenecessarycompetencies.
Thefindingsofthisstudymayhelplifeinsurancecompaniesdesignmoreeffectivetrainingfortheirsalesrepresentatives.Moreover,thisstudymayhelplifeinsurancecompaniesidentifypriorityoftrainingneedsundershortageoftimeandbudget.
INTRODUCTION
Anumberofstudieshavelookedattherelationshipbetweentrainingandproductivityandfoundevidenceofadirectlink.Holzeretal.(1993)conductedasurveylookingathowproductivitychangeacrossfirmswasrelatedtochangesintraining.Bartel(1994)studiedthelinkbetweentrainingandproductivityandworkedwithsamplesofapproximately150firms.ThefindingofBartel’sstudyrevealedapositiveeffectoftrainingonproductivity.Inaddition,accordingtoresearchfundedbytheBritishEconomic&SocialResearchCouncil’sFutureofWorkProgrammer,companiesimplementingtrainingmayberewardedwithgreaterproductivity(“TrainingandDevelopment”,2003),aswellassolidifyingtheirpositioninachanging,andincreasinglycompetitivemarketplace.
Thefinancialserviceindustry,includingbanks,insurance,andsecuritiesusuallyfaceissuesofcompliance,security,andregulationinpractice.Theseissuesputpressureoncompaniestotraintheiremployeestodotherightthing(Harris,2004).Therefore,humanresourcemanagementneedstopaymoreattentiontoinvestingandtrainingsalesrepresentativeseffectively,aswellasprovidingthetoolstheyneedtohelpbusinessesbeproductive(Shephard,2001).AccordingtothefindingsofasurveyconductedbyMellonFinancialCorporationin2003(“TrainingandDevelopment,”2003),trainingwashelpfulforsalesrepresentativestoimprovetheirproductivity.
Inrecentyears,Taiwanhascontinueditsprivatization,liberalizationandderegulationprocess(Kwon,2002).ItintroducedtheFinancialInstitutionsMergerLawin2000,theFinancialHoldingCompanyLawin2001,andtheFinancialSupervisoryBoardLawin2001.Theselawsofferalegalbasisforthecreationoffinancialholdingcompaniesthatofferbanking,insurance,securitiesandfinancialservicesthroughtheirsubsidiaries,andalsopermitjoint-marketingeffortsamongsubsidiariesoffinancialholdingcompanies(Kwon,2002).In2002,TaiwanbecameaWorldTradeOrganization(WTO)member.Inresponse,itwasexpectedthatdomesticfinancialinstitutionswouldfacestrongcompetitionwithforeigninstitutionsand,asaresult,triggeratremendouschangeinthefinancemarket(Chiu,2000).Atthesametimethatbusinesscompetitionwasheightened,alackoftrainingtoimprovenecessarycompetenciesincreasedtheunhappinessofsalesrepresentatives(Myers&Torrington,2001).
AccordingtheInsuranceInstituteofTheR.O.C.(IIROC)(2004),91%oflifeinsuranceemployeesweresalesrepresentatives.Moreover,trainingpracticesintheU.S.A.basedonasurveyofmorethan2,300businessesandsalesrepresentatives,representedapproximately11.3%ofthetotaltraininghours,andaccountedfornearly$5.7billioninexpendituresin1994(Gillian,1995).Itmighttakemonths,andpossiblyevenyears,beforeafirmisabletorecoupthistraininginvestment(Reichheld,1996).Thesedataimplythattrainingsalesrepresentativesmaybethemostimportanttaskinthelifeinsuranceindustry’strainingprogram.
Thetrainingcontentdeliveredtothelearnersdependsonthetraininggoalsetbythetrainer(Noe,Hollenbeck,Gerhart,&Wright,2003).Often,traininggoalsdemandbehaviorthatlearnersareincapableofperforming,donotcatertolearnerinterests,ormaylistoutcomesthatlearnershavealreadyattained.Asaresult,trainingprogramsmaybejudgedunsuccessful(Ornstein&Hunkins,1998).
TheLifeOfficeManagementAssociation(LOMA)offersaconvenientandaffordabletrainingprogramwhichincludes100coursesclassifiedintofourcategories:
life&healthinsurance;retirementplanning;moneymanagement;andsecurities.Thesecourseshelpsalesrepresentativesearncontinuingeducationcredits,andthentorenewtheirlicenses(Donaldson,2003).Althoughagoodfirststep,thechangingmarketplaceputsmoreresponsibilityonsalesrepresentativestounderstandandreacttochangequicklyandappropriately.Therefore,trainingneedsgobeyondtakingaseminarorearningcontinuingeducationcreditstowardsalesrepresentatives’licenserenewal(Parmenter,2004).
BasedonRegulationsGoverningtheAdministrationofInsuranceSolicitorsofR.O.C.,lifeinsurancesalesrepresentativeshavetoattendastandardtrainingprogramandpassthelicenseexaminationbeforetheysellapolicy(IIROC,2004).Besidesthestandardtrainingprogram,lifeinsurancecompaniesinTaiwanalsohaveanobligationtoprovideadditionaltrainingprogramsfortheirsalesrepresentatives.MostoftheseadditionaltrainingprogramsareimportedfromeitherLOMAortheLifeInsuranceMarketingResearchAssociation(LIMRA).BothLOMAandLIMRAareinternationalinstitutionsfoundedintheU.S.A.whichfocusonofferingtrainingcoursestohelpsalesrepresentativesmaintaintheirlicense(Donaldson,2003).Therearesometrainingproblemsemerging.Thefirstproblemisthatneedsassessmentsforlifeinsurancesalesrepresentativesmightbeupdatedtofitarapidlychangingenvironment.Second,thetrainingcoursesalifeinsurancecompanydeliverneedtoadapttolearnerneedsanddesires.ThepurposeofthisstudyistoconductaneedsassessmenttoidentifyupdatednecessarycompetenciesforlifeinsurancesalesrepresentativesfortherapidlychanginglifeinsuranceenvironmentinTaiwan.Thisstudywillbeguidedbythefollowingresearchquestions.
1.AccordingtoDelphipanelists,whatcompetenciesarenecessaryforlifeinsurancesalesrepresentativesinTaiwan?
2.WhataretherankingsofnecessarycompetenciesforlifeinsurancesalesrepresentativesbaseduponDelphipanelists’opinions?
LITERATUREREVIEW
TheoreticalFramework
Inancevich(1992)assertedthattheneedsassessmentinvolvedtheanalysisoftheorganization’sneeds;knowledge,skill,andabilityneedstoperformthejob;andthepersonorjobholder’sneeds.Robert(1999)studiedthesameconceptandfoundthataneedsanalysistypicallyhadatwofoldfocus:
organizationalanalysisandoperationalanalysis.Boththesestudiesfoundthatorganizationalanalysiswasusedtoanalyzetheneedsoftheentireorganizationnowand,inthefuture;andoperationalanalysiswasusedtoanalyzetheneedsofaspecificgroupofjobsorpositions(Inancevich,1992;Robert,1999).
Theworkenvironmentunderwentmajorchangesinthebeginningofthe21stcentury,andthemoreimportantchangesweredrivenbycorporations’needtobemorecompetitiveinternationally(Yeatts,Folts,&Kapp,2000).Furthermore,flexibilitybecamethenorminmanyworkenvironments,replacingthemoretraditionalandroutinizedapproachestowork.Theresultwasaworkplacethatrequiredalmostconstantadaptationbyemployeestoachievemoreproductivity(Beyerlein&Teal,1993;Dychtwald,Erickson,&Morison,2004;Fairris,2002;Feldman&Pentland,2003;Lawler,1986;Mitchell-Ketzes,2004;Yeatts&Hyten,1998).Atchley(1987)definedadaptationas“theprocessofadjustingoneself,bothinwardlyandoutwardly,tofitsituationorenvironment”(p.243).ArecentstudyconductedbyYeatts,Folts,andKnapp(2000)constructedaconceptualframeworkfo
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