近年來銀行為求提升競爭力，各家銀行紛紛成立財富管理中心，而保險業務的加入，使得財富管理的功能趨於完整。銀行的管理階層需要透過有效的績效管理與獎酬制度，將過去被動的行銷模式轉化為主動的銷售行為。本研究以國內一家中型銀行之個人金融事業群之業務人員為研究對象，探討行員的銀行保險行銷工作績效的影響因素。由於個案銀行的員工對於銀行保險的推廣程度與其他同業相比略顯不足，希望透過有效的激勵制度，增強行員的工作思緒與銷售動力。因此本研究以激勵制度知覺作為工作績效之前因變項，同時亦進一步分析工作投入是否在上述前因影響中產生中介效果。俾以探討不同激勵制度知覺對行員之工作投入之影響，並分析行員之工作投入對工作績效的中介效果。 本研究計發放問卷440份，回收有效問卷254份，有效問卷回收率約58%。在經過 T檢定、單因子變異數分析、相關分析、迴歸分析後，主要結果發現如下： 一、員工知覺激勵制度較滿足者，其工作投入較高、績效表現較佳。 二、員工之對保險行銷工作投入越高，其工作績效越佳。 三、激勵制度知覺對工作績效之影響，會透過工作投入之完全中介效果所影響。 根據上述研究結果，建議個案公司應制定合理且滿足同仁期望之激勵制度，並依據強化理論，以不定期方式設計獎勵活動。此外，在保險業務的投入上得檢視其他人力資源管理措施如晉升制度、招募策略，將有助於日後行內的行銷業務推動。In recent years, banks seek to enhance their competitiveness, they set up wealth management center and joined the insurance business to make wealth management function become more complete. An effective performance management and reward system can make sales’ behavior more active. In this study of the case（a medium-sized bank）, the employees’ effort to promote insurance with that of other slightly are less than other banks and hope that an effective incentive system to enhance the sales force . This study is aimed to investigate the relationship between the perception of banking staffs to the incentive program and job performance, and probe into the mediate effects of job involvement to the perception of the incentive program and job performance. Some suggestions are made for management in this field according to the study results. There were 440 questionnaires sent to the banking staffs of the region bank discussed in this study; and gather 254 valid questionnaires (The valid rate is 58%).The data was analyzed by a number of statistical techniques such as reliability analysis, T-test, one-way-anova, Pearson correlation, and regression analysis .The evidence found in the study indicated that: 1. The perception of incentive program is more satisfied, the job involvement is higher and the higher performance they are. 2. The higher of the job involvement of staffs, the higher performance they are. 3. The job involvement play a fully mediate effect between the perception of staffs to the incentive systems and job performance. Based on these results, suggested that the company should design the incentive program which is reasonable and matching staff’s expectations. The other hand, the incentive program should be implement irregularly. In addition, other human resources management systems should be reviewed, such as promotion system or recruiting criterions. These could improve the staff’ motivation to push selling insurance products.
