| 摘要: | 自菁英人才管理於1990年代被提出，隨著時間演變，企業、勞動市場競爭與不確定性日漸高漲的情況之下，此概念開始廣泛受到業界學界間的熱烈討論：如何讓公司內有才能的員工保持忠誠，並樂於發揮、貢獻最大產出，乃是相當重要的管理課題。雖菁英人才管理為受到學界熱烈討論與研究之領域，然而過去之實證研究大多聚焦於情感、認知、行為之單一構面的人才正向反應驗證，較少針對此三層次的人才反應執行全盤性的探討；因此本研究將同時觀測菁英人才管理措施執行的完善與否，對於此三構面之人才反應的影響，且考量到變化快速、資訊不確定性與迭代速度日益增加的商業環境，本研究同步探討人才對職涯規劃的主動性：即菁英人才管理措施是否可透過主動職涯行為對人才的正向反應產生影響。
本研究共蒐集了31家在台企業，共254份來自人才梯隊的問卷樣本，並考量到菁英人才管理措施乃是組織層級的政策實施，本研究採用了階層線性模式(Hierarchical Linear Modeling, HLM)執行分析，而分析結果顯示：(1) 菁英人才管理可正向影響人才的職涯滿意度；(2) 菁英人才管理措施可正向影響人才的心理契約履行；(3) 菁英人才管理措施會降低人才梯隊的實際離職率；(4) 菁英人才管理措施可以降低人才的離職傾向；(5) 菁英人才管理措施會透過主動職涯行為正向影響人才職涯滿意度；(6) 菁英人才管理措施會透過主動職涯行為正向影響人才的心理契約履行；(7) 菁英人才管理措施會透過主動職涯行為負向影響人才的離職傾向。關於本研究觀測結果的討論、研究貢獻、管理意涵、研究限制與建議，也將於本研究最後加以描述。;Since talent management was proposed in the 1990s, with the evolution of time, under the situation of increasing competition and uncertainty in enterprises and labor markets, this concept has been widely discussed in the industry and academies: how to make the company have talents? It is a very important management topic to maintain the loyalty of employees and be willing to contribute the maximum output. Although talent management is an area of intense discussion and research in the academies, most past empirical studies have focused on the verification of the positive responses of talents in a single dimension of emotion, cognition, and behavior, only few have fully implemented the three-level talent response. Therefore, this study will simultaneously observe whether the implementation of talent management practice is perfect or not, and the impact on the talents response of these three dimensions, and take into account the business environment with rapid changes, information uncertainty, and increasing iteration speed , this study simultaneously explores the initiative of talents on career planning: that is, whether talent management practice can have an impact on the positive response of talents through proactive career behaviors.
This study collected 31 enterprises in Taiwan, a total of 254 questionnaire samples from the pipeline of talent , and considering that talent management practice are implemented at the organizational level, this study adopted a hierarchical linear model (Hierarchical Linear Modeling, HLM ) analysis, and the analysis results show that: (1) talent management can positively affect talent’s career satisfaction; (2) talent management practice can positively affect talent’s psychological contract fulfillment; (3) talent management practice will reduce the actual turnover rate of talents; (4) talent management practice can reduce talent’s turnover intention; (5) talent management practice will positively affect talent’s career satisfaction through proactive career behavior; (6) talent management practice will positively affect the talent’s psychological contract fulfillment through proactive career behavior; (7) Talent management practice will negatively affect talent′s turnover intention through proactive career behavior. Discussions, research contributions, managerial implications, research limitations, and recommendations for the results observed in this study are also described at the end of the study. |
