臺灣博碩士論文加值系統

壽險業務員是推動保險業務的重要推手，然其工作性質卻充滿無數挑戰與樂趣，由此可知保險業務員的穩定對公司的經營具有絕對的影響力，然而導致離職的因素很多，諸多壽險公司的師徒功能、組織承諾均是重要變項，足以影響壽險業務員是否能承擔壓力降低離職率，因而引發本研究探討的動機。本研究以服務於台中地區壽險公司三個月至二年之新進業務員為主要對象，探討壽險業「師徒功能對組織承諾」、「組織承諾對離職傾向」、「師徒功能對離職傾向」間影響的問題。
本研究採問卷調查法計發放600份問卷，回收581份有效問卷，針對研究樣本除了經由敘述性分析以瞭解受訪者的基本特性以外，另採用複迴歸分析、單因子變異數分析來驗證研究假設，希望藉由本研究結果能有效降低新進業務員的離職傾向，進而達成最終事業的目標並提供壽險業之人力資源管理參考，其研究結果如下：
一、師徒功能對組織承諾產生顯著之正向影響成立。
二、組織承諾對離職傾向產生顯著之負向影響成立。
三、師徒功能對離職傾向產生顯著之負向影響成立。


關鍵字：師徒功能、組織承諾、離職傾向

Life insurance sales representatives play an important role in promoting the insurance businesses. However, this job also comes with numerous challenges and fun. Hence, it is also obvious that the stability of the sales representatives has a great influence on the business management of the companies. Nevertheless, there are many other reasons behind the turnover rates. Important variables such as mentoring functions and organizational commitment are key factors which affect the ability of handling the pressure and therefore lower the turnover rates. The study has been conducted because of the above reasons. It targets on the new sales representatives with three months to two years of experience in the life insurance companies which are located within the Taichung area. It investigates the impacts between the "mentoring functions to organizational commitment", "organizational commitment to turnover intention", and "mentoring functions to turnover intention".
The questionnaire method is applied to the study and six hundred copies of questionnaires were distributed. In which, five hundred and eighty one valid questionnaires were returned. The basic characteristics of the interviewees were learned through the descriptive analysis. In addition, the hypothesis was also tested by the multiple regression analysis and the one-way analysis of variance. The purpose of this study is to reduce the turnover rates of the new sales representatives and therefore, achieving the final business goals and providing references for the human resources department in the insurance businesses. The results indicate that:
1. Mentoring functions has significant positive impact on the organizational commitment.
2. Organizational commitment has significant negative impact on the turnover intention.
3. Mentoring functions has significant negative impact on the turnover intention.


Keywords: Mentoring Functions, Organizational Commitment, Turnover Intention

目錄
中文摘要...............................................I
Abstract..............................................II
誌謝..................................................III
目錄...................................................V
表目錄.................................................VII
圖目錄.................................................IX
第壹章 緒論.............................................1
第一節 研究背景與動機....................................1
第二節 研究目的..........................................2
第三節 研究範圍與限制.....................................3
第四節 名詞釋義..........................................5
第五節 研究內容與流程.....................................7
第貳章 文獻探討..........................................10
第一節 師徒功能理論與相關研究..............................10
第二節 組織承諾理論與相關研究..............................19
第三節 離職傾向理論與相關研究..............................26
第四節 師徒功能、組織承諾與離職傾向相關性之研究..............29
第參章 研究方法..........................................35
第一節 研究架構..........................................35
第二節 研究假設..........................................36
第三節 研究工具..........................................36
第四節 研究對象..........................................40
第五節 資料分析方法.......................................41
第肆章 實證分析與討論.....................................42
第一節 研究樣本分析.......................................42
第二節 研究變項之基本分析..................................44
第三節 研究變項之差異性分析................................45
第四節 研究變項之迴歸分析..................................49
第伍章 結論與建議.........................................53
第一節 研究結果與討論......................................54
第二節 管理實務建議........................................57
第三節 後續研究建議........................................59
參考文獻.................................................61
中文部份...............................................61
英文部份...............................................63
附錄：研究問卷............................................68
表目錄
表2-1 師徒功能的定義......................................12
表2-2 師徒功能的構面分類...................................15
表2-3 離職傾向定義彙整表...................................27
表3-1 抽樣公司與問卷發放統計表..............................40
表4-1 研究樣本基本資料統計表................................43
表4-2 研究變項描述性統計分析表..............................44
表4-3 年齡對師徒功能之差異分析..............................45
表4-4 年齡對組織承諾之差異分析..............................46
表4-5 年齡對離職傾向之差異分析..............................46
表4-6 教育程度對師徒功能之差異分析...........................47
表4-7 教育程度對組織承諾之差異分析...........................48
表4-8 教育程度對離職傾向之差異分析...........................48
表4-9 師徒功能對組織承諾的迴歸分析...........................49
表4-10 師徒功能之三構面對組織承諾的迴歸分析...................50
表4-11 組織承諾對離職傾向的迴歸分析..........................50
表4-12 組織承諾之三構面對離職傾向的迴歸分析...................51
表4-13 師徒功能對離職傾向的迴歸分析..........................51
表4-14 師徒功能之三構面對離職傾向的迴歸分析...................52
表5-1 師徒功能與組織承諾對離職傾向之相關假設檢定結果............56
表5-2 師徒功能與組織承諾不分構面對離職傾向之相關假設檢定結果.....56
圖目錄
圖1-1 研究流程圖...........................................9
圖3-1 研究架構圖...........................................35

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