Identifying the Indicators of Managers' Competency and Investigating Their Status in Iran Insurance Branches

The role of human resources in the organization is very important because of its scarcity, worth, succession and inimitability. In this respect, the competencies of managers as the most important human resource are more important. Therefore, determining the competencies required by management in order to promote efficiency and improve the quality of services seems necessary. Due to the importance of the subject, the aim of the present research is to identify the indicators of managers' competency and investigating their status in Iran insurance branches. The research method was descriptive-survey. The statistical population consisted of three groups: ۱) Experts familiar with the theories of managers' competence that ۱۵ people were selected selectively. ۲) Senior, basic and middle managers of Iran insurance branches (۵۸۲ people) selected based on Cochran's formula, ۲۳۲ people selected based on stratified random method proportion with the volume. ۳) All employees of Iran insurance branches (۲,۰۶۷ people) that to determine and select the sample size, the paired data method, that is for each manager (two subordinate employees of the same manager) were considered that their number was determined equal to ۴۶۴ people. Based on previous studies, research literature and surveying experts by Delphi technique approach totally ۱۸ indicators and ۵۴ questions were identified to assess managers' competence. The content validity of the questionnaires was ۰.۹۱.۵, and its Cronbach's alpha coefficient was estimated ۰.۸۶ and confirmed. Data analysis was performed using one-sample t-test by applying SPP software. The results indicate that according to the base mean ۳.۰۰ and the significance level of less than ۰.۰۵, the status of the variables of individual competence (۳,۵۱۰), technical competence (۳,۵۹۶), managerial and interactive competence (۳.۶۸۲), general competence (۳.۵۰۴) and duty competence (۳.۶۱۶) in the Iran insurance branches were in desirable situation. But this ratio is not high enough that can be said the indicators are doing well in this organization, so they need to be strengthened.

Keywords:

Individual Competence , Technical Competence , Managerial and Interactive Competence , General Competence , Duty Competence , Insurance Organization