| 摘要: | 各企業為了提升競爭力以及不被市場淘汰，必須隨著全球化的腳步運籌及靠著專業分工來永續經營，而專案式的作業方法已逐漸成為組織團隊運作上的趨勢，因此在專案導向下的職場中，無論是領導階級或是職場新鮮人，皆希望可以經由專案管理能力的提升而對個人及組織的工作績效會產生正面的影響。在景氣欠佳的時代，加上資本市場上的客戶受到大環境之影響，資金之活動率已經不如從前，各證券商為了提高公司KPI指標，除了資本市場之外也將財務管理之商品納入KPI指標中，因此專案管理知識體系及方法的運用在證券商營業員上，無非是值得推展的一個管理工具。
本研究是探討證券商營業員專案管理能力與工作績效的研究，並以人格特質作為干擾變數，經由過往文獻之引用及邏輯之推理，發現兩者之關係有必要進一步做探討。透過各證券商營業員之問卷調查，共寄發了180份問卷，詢問證券商營業員對於自我的專案管理能力，包含「品質管理」、「成本管理」、「時程管理」、「溝通管理」、「風險管理」、「整合管理」、「範疇管理」、「人力資源管理」、工作績效以及自我人格特質看法，進行填答，總共回收166份，回收率為92.2%。
結果本研究發現兩大重點，第一是證券商營業員之「品質管理」、「成本管理」、「時程管理」、「溝通管理」、「風險管理」、「整合管理」、「範疇管理」、「人力資源管理」能力皆與工作績效為正相關，而「範疇管理」、「風險管理」、「溝通管理」能力與工作績效相關性為最高，因此證券商先行設立未來的績效指標、做好對於客戶的風險控管且建立良好的溝通管道有利於提升證券商營業員之工作績效：第二是證券商營業員之「成本管理」、「時程管理」
、「溝通管理」、「風險管理」、「整合管理」、「範疇管理」、「人力資源管理」會因為人格特質的不同對於工作績效有加乘的效果，意味著證券商營業員嚴謹自律性越高，對於工作績效會有正面加乘的效果。
In order to enhance competitiveness and stay in the market, every enterprise needs to carefully plan with the pace of globalization and to rely on work specialization for sustainable development. Besides, project-based operation has gradually become a trend in organizations and groups. Thus, people in a project-oriented workplace, no matter they are directors or novices, hope to produce positive influence on performance of in-dividuals and organizations through improving project management competences. Since the clients in the capital market are affected by the business environment, capital mobil-ity has declined during the era of recession. To elevate the key performance indicator (KPI) of companies, every securities firm includes the capital market and the financial management products into the KPI. As a result, for a securities specialist, using the pro-ject management body of knowledge and methods is definitely a management tool worth promoting.
The main purpose of this study is to examine securities specialists’ project man-agement competences and their performance. After we used personality as an interven-ing variable, cited previous articles, and reasoned with logic, we found that it is neces-sary to further investigate the relationship between project management competences and performance.
In this study, we designed a questionnaire for securities specialists and sent 180 questionnaires in total. The questionnaire asked securities specialists’ opinions about their own project management competences, including “quality management,” “cost management,” “time management,” “communication management,” “risk management,” “integration management,” “scope management,” “human-resource management,” performance, and personality. A total of 166 questionnaires were recycled, and the recycle rate was 92.2%.
This study found two main results. First, securities specialists’ “quality manage-ment,” “cost management,” “time management,” “communication management,” “risk management,” “integration management,” “scope management,” and “human-resource management” are all positively correlated with performance. Second, securities special-ists’ “cost management,” “time management,” “communication management,” “risk management,” “integration management,” “scope management,” and “human-resource management” can cause synergistic effect on performance because of different person-alities. |
