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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/33281

    Title: 壽險業師徒功能對組織社會化及組織承諾的影響-以國際紐約人壽為例
    Other Titles: The influences of mentoring functions in life insurance industry on the organizational socializations and organization commitment - example for New York Life Insurance Taiwan Corporation
    Authors: 胡淑貞;Hu, Shu-chen
    Contributors: 淡江大學管理科學研究所企業經營碩士在職專班
    歐陽良裕;Ouyang, Liang-yu
    Keywords: 壽險業;師徒功能;組織社會化;組織承諾;Life Insurance Industry;Mentoring functions;Organizational socializations;Organization commitment
    Date: 2008
    Issue Date: 2010-01-11 03:50:55 (UTC+8)
    Abstract: 因應微利時代來臨,壽險業採取多元行銷通路,使得總體壽險業人數逐年遞減,新進人員如何在最短的時間內熟悉組織環境與工作內容,快速增進個人績效,進而提升組織的效能、以降低人員的流動率,是個值得研究的議題。本研究是主要是瞭解壽險業實施師徒制對於縮短組織社會化歷程的的影響;探討不同師徒關係類型在師徒功能的差異性及不同的師徒關係類型對組織社會化程度 與組織承諾的相關性。
    1. 女性以「正式的」師徒關係類型居多數;而男性則以「非正式」師徒關係類型居多數;主管應多誘導男性加入師徒制。
    2. 徒弟目前職階為高階經理者,其師父亦為高階經理居多數,因此,所謂名師出高徒,值得壽險業大力推展「師徒制」;
    5.在組織承諾構面中,對於「努力構面」部份,其「正式的」 師徒關係會優於「非正式的」師徒關係。
    6. 師徒功能的「角色楷模功能」及「職涯功能」對組織承諾有高度的影響 。
    With the coming of the “Meager Profit Time”, life insurance industry has taken on a multi-channel marketing strategy than the traditional distribution method of direct sales in order to lower the costs of employments and personnel. This change has yield the continuous decrease on companies’ intake of new employees, hence, the study on effects of newcomers’ adaptation abilities, learning abilities, and effectiveness of goal achievement on the organization management efficiency and personnel mobility is a worthy subject of interest.
    This research focuses on 1) impacts of implementing mentoring system in the insurance industry on condensing the process of organization socialization; 2) investigates the mentoring function differences based on different mentoring relationships and; 3) correlations of organizational socialization and organizational commitment on different mentoring relationships.
    This research sampled the sales personnel of New York Life insurance Taiwan branch and obtained two hundred and sixty-seven valid questionnaires, and concluded the following conclusions with the data gathered.
    1. The majority of females have a “formalized” mentoring relationship; whereas males tend to hold the mentoring relationship “informally”.
    2. When the mentor is from a high-rank executive position, there is a high probable that the protégé also becomes a high-rank executive, which fortifies the practice of “mentoring”.
    3. Although there was no significant difference observed on mentoring function based on the two different mentoring relationships, but the “organization socialization” and “organization commitment” of the formal mentoring relationship is observed to be better than it of the informal mentoring relationship.
    4. The formal mentoring relationship shows an enhanced “organizational purpose and values”, as well as stronger “communication” than the informal mentoring relationship on the “organizational socialization” aspects.
    5. The formalized mentoring relationship demonstrates greater “striving power” with the “organizational commitment” than it of the informal mentoring relationship.
    6. The “role modelings function” and “career-related function” of mentoring substantially impact on the “organizational commitment”.
    Appears in Collections:[管理科學學系暨研究所] 學位論文

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