壽險業務員的高流動率一直是壽險公司面臨的重大議題，大部分的保險公司都是以招募新血的方式來創造公司利潤，但透過這種方式來獲取業績潛藏著許多風險和危機，而如何招募到適任的壽險業務員更成為保險公司的競爭優勢之一。因此本研究即在探討成就動機和領導型態是否會影響員工的離職傾向。另外，本研究又以組織承諾為中介變數去探討成就動機和離職傾向的關係是否受組織承諾所影響。
    本研究由文獻探討的理論基礎建立研究架構與相關假設，並且選用適當量表為研究工具，其研究母體為2008年評比前五名的保險公司的壽險業務員，針對有效回收樣本477份資料進行實證分析，結果有下列重要發現:
1.自我取向成就動機越高者，其離職傾向會越低。
2.主管領導型態為交易型領導者，其離職傾向會越低。
3.自我取向成就動機對情感性承諾及持續性承諾有顯著正向影響，社會取向成就動機則對規範性承諾有顯著正向影響。
4.交易型領導與轉換型領導對情感性承諾均有顯著正向的影響。
5.組織承諾與離職傾向有顯著負向影響，其中情感性承諾為負向影響，而規範性承諾則為正向影響。
6.組織承諾在成就動機與離職傾向間具有負向的中介效果。

Higher life insurance agent turnover rate is one of the major issues facing life insurance companies, so most insurance companies like to recruit new members to create profits; however, through this way to increase revenue will be with a lot of risks and potential crises. How to recruit the competent life insurance agents will be the important strategy to obtain the competitive advantage. Therefore, this study was to investigate how the agents' need for achievement and the supervisors' leadership styles will affect staff turnover. In addition, this study also uses organizational commitment as mediator variable to investigate the need for achievement and turnover intention are influenced by organizational commitment.
    This study establish research framework and hypotheses by theoretical basis of the literature, and select appropriate scale to be research tools, and study population for the 2008 rating of the top five life insurance agents. Based on the 477 valid samples were empiricalling analyzed, we have following major findings: 
1.The higher the self-oriented of need for achievement , the lower the turnover intention.
2.The higher the transational leadership, the lower the turnover intention.
3.Self-oriented of need for achievement have a significant positive effect on the affective commitment and continuance commitment, social orientation of need for achievement have a significant positive effect on the standardized commitment.
4.Transactional leadership and transformational leadership have a significant positive effect on affective commitment.
5.Organizational commitment and turnover intention have a significant negative effect, among affective commitment have negative effect, but normative commitment have a significant positive effect.
6.Organizational commitment have has a negative mediator effect t between need for achievement and turnover intention.

目錄…………………………………………………………………………………..I
表次...........................................................................................................................III
圖次.............................................................................................................................V
第一章 緒論	1
第一節 研究背景與動機	1
第二節 研究目的	4
第三節 研究流程	4
第二章 文獻探討	6
第一節 成就動機	6
第二節 領導型態	8
第三節 組織承諾	11
第四節 離職傾向	13
第五節 各變數間之關係	15
第三章 研究方法	19
第一節 研究架構與研究假設	19
第二節 變項之定義	21
第三節 變項之量表設計與衡量	22
第四節 研究對象與抽樣設計	25
第五節 資料分析方法	25
第四章 資料分析與結果	28
第一節 預試分析	28
第二節 問卷回收及樣本資料分析	30
第三節  各變數之因素分析及因素命名	32
第四節 各變數之相關性分析	38
第五節 成就動機、領導型態、組織承諾及離職傾向之迴歸      分析	39
第六節 中介效果之檢驗	45
第七節 結果與討論	46
第五章 結論與建議	50
第一節 結論	50
第二節 管理意涵	53
第三節 研究限制及後續建議	54
參考文獻	56
一、 中文文獻	56
二、 英文文獻	58
三、 網站	65
附錄: 問卷	66
表次
表 3-2-1 各變項之定義 ................................... 21
表 3-3-1 成就動機量表設計 ............................... 22
表 3-3-2 領導型態量表設計 ............................... 23
表 3-3-3 組織承諾量表設計 ............................... 24
表 3-3-4 離職傾向量表設計 ............................... 25
表 4-1-1 各構面之Cronbach's α 係數 ..................... 29
表 4-2-1 整體問卷回收概況 ............................... 30
表 4-2-2 個人基本資料統計表 ............................. 31
表 4-3-1 成就動機之KMO 與Bartlett 檢定 .................. 32
表 4-3-2 成就動機轉軸後的成分矩陣 ....................... 33
表 4-3-3 成就動機解釋變異量及信度 ....................... 33
表 4-3-4 領導型態之KMO 與Bartlett 檢定 .................. 34
表 4-3-5 領導型態轉軸後的成分矩陣 ....................... 34
表 4-3-6 領導型態解釋變異量及信度 ....................... 35
表 4-3-7 組織承諾之KMO 與Bartlett 檢定 .................. 35
表 4-3-8 組織承諾轉軸後的成分矩陣 ....................... 36
表 4-3-9 組織承諾解釋變異量及信度 ....................... 37
表 4-3-10 離職傾向之KMO 與Bartlett 檢定 ................. 37
表4-3-11 離職傾向轉軸後的成分矩陣 ...................... 37
表 4-3-12 組織承諾解釋變異量及信度 ...................... 38
表 4-4-1 成就動機、領導型態、組織承諾及離職傾向整體
相關分析表 ....................................... 38
表 4-4-2 成就動機、領導型態、組織承諾及離職傾向各變項
之相關分析表 ..................................... 39
表 4-5-1 成就動機各變項對離職傾向影響之迴歸分析表 ...... 40
表 4-5-2 領導型態各變項對離職傾向影響之迴歸分析表 ...... 40
表 4-5-3 成就動機各變項對情感性承諾的之迴歸分析表 ...... 41
表 4-5-4 成就動機各變項對持續性承諾的之迴歸分析表 ...... 42
表 4-5-5 成就動機各變項對規範性承諾之迴歸分析表 ........ 42
表 4-5-6 領導型態各變項與情感性承諾之迴歸分析表 ........ 43
表 4-5-7 領導型態各變項與持續性承諾之迴歸分析表 ........ 43
表 4-5-8 領導型態各變項與規範性承諾之迴歸分析表 ........ 44
表 4-5-9 組織承諾各變項與離職傾向之迴歸分析表 .......... 45
表 5-6-10 成就動機與組織承諾對離職傾向之層級迴歸分析表 .. 46
表 5-7-1 檢定驗證結果 .................................. 47

圖次
圖 1-1-1 研究流程圖 ...................................... 5
圖 3-3-1 研究架構圖 ..................................... 19
圖 3-4-1 中介模式示意圖 ................................. 27

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三、 網站
財團法人保險事業發展中心（2009）。www.iiroc.org.tw 。
中華民國人壽保險商業同業公會（2009）。http://www.lia-roc.org.tw/。