隨著人工智慧（AI）與數位轉型所驅動的技術快速疊代，軟實力已成為組織韌性的 關鍵所在。本研究結合「工作要求—資源」（JD-R）觀點的理論架構，探討被概念化為 「工作資源」的軟實力培訓，如何透過作為「個人資源」的「學習敏銳度」來影響員工 的留任意願，同時也考察了「包容型領導」的調節作用。 本研究以台灣 293 名員工的數據進行路徑分析，得出以下幾項核心發現： 首先， 結果顯示，對軟實力培訓的投入對於個體留在組織內的意願有正向貢獻，其中「實際應 用性」與「培訓形式的多樣性」是主要的驅動因素。 其次，軟實力培訓能顯著提升員 工的學習敏銳度，支持了「工作資源轉化為個人資源」的機制。 然而，學習敏銳度與 留任意願之間在統計上並未呈現顯著相關，這表明在該情境下，學習敏銳度在預測員工 留任方面的作用可能有限。該關係的正向趨勢更傾向於指向「外部就業競爭力」，而非 更強的「組織依附感」。因此，學習敏銳度在培訓與留任意願之間的仲介（間接）效應 並未獲得支持。 此外，分析顯示，包容型領導扮演了關鍵的調節角色，能強化培訓對 學習敏銳度的影響，這指出主管的支持是資源轉化的重要邊界條件。 總體而言，本研究結果強調了軟實力培訓的戰略價值，同時也揭示了人才留任的複 雜性。本研究建議，組織除了進行能力開發外，還應培養包容型領導並提供內部職業發 展路徑，以將高敏銳度的人才留任在企業內部。;With the rapid iteration of technology driven by AI and digital transformation， soft skills have become critical for organizational resilience. Integrating the theoretical framework of the Job Demands–Resources (JD-R) perspective， this research explores how soft skills training， conceptualized as a job resource， influences employees’ retention intention through learning agility as a personal resource， while also investigating the moderating role of inclusive leadership. Using data from 293 employees in Taiwan， path analysis several key findings. Initially， the results demonstrate that investment in soft skills training positively contributes to an individual′s desire to remain with the organization， with practical application and format diversity as the primary drivers. Second， soft skills training significantly enhances learning agility， supporting the job resource-to-personal resource mechanism. However， learning agility does not show a statistically significant relationship with retention intention， suggesting that its role in predicting employee retention may be limited in this context. The positive direction of the relationship with external employability rather than stronger organizational attachment. As a result， the indirect effect of learning agility on the link between training and retention was not supported. Furthermore， the analysis reveals that inclusive leadership acts as a pivotal moderator， strengthening the impact of training on learning agility， indicating that leadership support is a crucial boundary condition for resource conversion. Overall， the findings underscore the strategic value of soft skills training while revealing the complexity of talent retention. The study suggests that， beyond capability development， organizations should foster inclusive leadership and provide internal career pathways to anchor high-agility talent within the firm.
