The Impact of Personal Attributes and Training & Development in Non-life Insurance Managers

• Main Authors: Hsiao-Hsiang Yang, 楊孝翔
• Other Authors: Shuh-Yuan Liao
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/61883388685059938250

碩士 === 淡江大學 === 保險學系保險經營碩士在職專班 === 102 === 　The particularity and variation exist in the service attributes and operation procedures that are specific to the non-life insurance sector. As a result, it is those characteristics that determine the insurance industrial development and insurance business operation model when employees and supervisors execute actions and make decisions. These factors would have significant impact on the growing trend of both the insurance industry and the operational achievements of the insurance company. 　Disclosure of Insurance Information publishes the management positions within the non-life insurance industry. A random sampling of managers was taken and questionnaires were individually mailed to them to identify the personality traits of those non-life insurance managers. The purpose is to find out the differences in the cultivation model used by non-life insurance industry management and employees in order for a proposal to be made for the development of managerial talents. 　Out of the overall 490 managers within the non-life insurance industry, 343 of them were selected through a random sampling method and sent a questionnaire survey. Of the 196 questionnaires collected, 194 of them were deemed valid. A cross-analysis approach was then utilized by the study based on personality traits (D-type personality, I-type personality, S-type personality, C-type personality), competence classification (sales &marketing competence, insurance core business competence, administrative competence), and management level (supervisors management, junior management, senior management). 　The following five research findings were obtained by the study: 1.In competence classification, “authority” ranks highest as the tool deemed most effective in the cultivation of managerial talents. 2.In management level classification, “authority” ranks highest, followed by “job rotation” as the tool deemed most effective in the cultivation of managerial talents. 3.In competence classification, the majority of non-life insurance managers have a “C-type personality, Corrector type” followed by a “D-type personality, Director type”. 4.In management level classification, the majority of non-life insurance managers have a “C-type personality, Corrector type” followed by a “D-type personality, Director type”. 5.“Authority” ranks highest as the tool deemed most effective by non-life insurance managers with different personality traits in the cultivation of managerial talents, followed by “job rotation”. 　Finally, the study has provided recommendations for the respective non-life insurance company employees and follow-up researchers in the screening and cultivation of managerial talents within the non-life insurance industry study follow-up to gain further benefits for the industry.