The impact of sales representative’s personality and core competency on job performance, example from a pharmaceutical company

• Main Authors: Kuo-Hung Chu, 朱國鴻
• Other Authors: Ping-lung Hsin
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/46723716201981769245

碩士 === 國立中央大學 === 人力資源管理研究所碩士在職專班 === 96 === From an individual’s perspective, the factors related to sales representative’s job performance include personality, core competency, job attitude and etc. Instead of discussing both the personality’s and core competence’s impact on job performance in one study, past researches usually only dealt with one topic. The study is to explore the impact of “Big Five” personality traits and core competences of sales representative on job performance - sales achievement rate and year end performance. The research sample, 155 sales representatives, came from four business units of the sales department in one Pharmaceutical company. A brief version of Goldberg’s Unipolar Big-Five Markers was distributed to sales representatives for self evaluation. The core competency survey developed and adopted by the Pharmaceutical Company was distributed to district managers for evaluating their sales representatives. The effective sample is 110 after deleting ineffective questionnaire. The findings after regression analysis are as follows. 1. The relationship between core competency of sales representative and performance - such as sales achievement rate and year end performance rating is significant. This means the higher score of the sales representative’s core competency, the higher of sales achievement rate and year end performance rating. 2. The relationship between “Big Five” personality traits of sales representative and performance - such as sales achievement rate and year end performance rating is not significant. This means that the personality traits have no impact on sales representative’s sales achievement rate and year end performance rating.