核心職能模型之建構 — 以某保險公司為例 ;Core Competency Models Developing: Take a Life Insurance Company for Example

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题名:	核心職能模型之建構 — 以某保險公司為例;Core Competency Models Developing: Take a Life Insurance Company for Example
作者:	孫嘉蓉;Chia-jung Sun
贡献者:	人力資源管理研究所
关键词:	職能發展;職能模型;核心職能;人壽保險業;competence developing;competency model;core competences;life insurance industry
日期:	2007-06-29
上传时间:	2009-09-22 14:08:33 (UTC+8)
出版者:	國立中央大學圖書館
摘要:	全球化與國際化的社會來臨，使得企業競爭日趨激烈，企業若想突破重圍，持續穩固自己在台灣，甚至是海外人壽保險市場的競爭態勢，透過職能管理，以系統性與科學化的方法，發掘並培育具有競爭優勢的人才，將是有效節省時間與成本以及追求卓越的最佳途徑。成立四十餘年，個案公司在台灣為國人心目中壽險業之第一品牌，藉由發展與建構歷史悠久且經營成效良好的人壽公司之核心職能模型，本研究將能達成以下目的：一、提供保險業核心職能模型發展之依據二、提供組織人力資源規劃與發展之基礎三、為組織變革提供方向與目標透過相關文獻、產業與公司資料的整理與歸納，以及行為事例訪談的結果，確認出公司可能具備或期望的初步職能項目；再經由職能調查與二次行為事例訪談，以獲得量化資料，並發展與延伸出公司最重視的核心職能項目與行為標準；最後，利用焦點團體座談、同意度調查與職能說明會，建構出完整的職能模型。藉由此系統且科學化的執行步驟，本研究不但有效辨明了個案公司內隱的文化與價值觀，更能具體描述出高績效人才所具備的行為標準，讓全體員工有了明確的行事依據，共創卓越的競爭優勢；而後續研究或人壽保險產業的相關公司將可依此流程建構屬於自己的職能模型。結果顯示，個案公司的核心職能模型包括9項核心職能主構面：專業導向、持續學習、積極自發、誠信正直、溝通、團隊合作、效率意識、客戶導向與創新求變，23項職能子構面，以及39項行為指標。其中，最受到高度重視與認同的指標為專業導向，其次為積極自發與持續學習。未來組織在制定公司整體策略與人力資源方針時，即可依此為指導原則與準繩。 Because of globalization and internationalization, companies are facing greater challenges in the business environment. Whether one firm wants to be superior to the others or just keep its competitive advantage in its industry, the best way is to introduce the concept of competence management. Competence management is not only a systematic and scientific approach to find and develop talents, but also an economical and effective way to create outstanding organizational performance. In existence for more than 40 years, Company C is a well-established and well-organized corporation. Because it is a leading company in the insurance industry, we expect to achieve the following purposes by developing our core competency model in this research. First, we hope that our study processes and results can facilitate other companies in the insurance industry which also intend to develop their own core competency model. Second, we look forward to using the core competency model as the foundation for Company C’s human resource management (HRM) and human capital development (HCD). Finally, we also hope that the core competency model developed in this research as the direction and destination for Company C organization change. We research the core competency model of Company C by following steps. First, we identify the preliminary competencies using secondary data analysis and behavioral event interviews. Second, we select the most important items with the aid of competencies investigation questionnaires. Third, we extend and develop the core competence items and behavioral events or criteria with behavioral event interviews again. Finally, we verify and complete the core competency model with the help of focus group interviews, satisfactory questionnaires and competency explicatory conferences. Through foregoing systematic and scientific approaches, we can not only identify organizational culture and value, but also clarify the types of behavior that high-performers have. Furthermore, our processes and results also provide some useful suggestions for other firms in the life insurance industry. According to the result there are nine core competencies in the Company C: technical expertise, integrity, customer focus, teamwork, continuous learning, striving for innovation, proaction, sense of urgency, and communication. Managers and high-performing employees in the firm especially consider technical expertise, proaction, and continuous learning to be the most important things to help create organizational competitive advantage. Therefore, we advise the company to use those competencies and the core competency model as the foundation for making organizational and human resource strategies.
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