本研究探討獲獎之個案公司的人力資源實務比對研究亞洲最佳雇主調查的結論與相關文獻資料，試圖從實例中驗證員工高度投入之可行性與其價值。 「向心力」、「敬業精神」往往是企業最企盼每位員工必須具備的，但是過去在企業與員工關係的研究上較著重「員工滿意」與「員工參與」等的探討，卻未注意到企業如何激發員工的「敬業」精神的研究，或許「向心力」、「敬業精神」太過形而上，或許企業並未找到真正的竅門也欠缺實例個案與理論背景足供探討與研究。 本研究以「個案研究法」與「質化研究法」探討個案公司之員工投入並針對數位高階主管進行訪談，並大量蒐集個案公司人力資源發展歷程與最佳實務加予分析。研究結果顯示: 1. 員工高度投入與員工承諾是具高度相關的。 2. 員工高度投入的確可以直接影響企業的獲利與員工的留任。 3. 「員工高度投入」是有方法可依循的。企業期盼員工高昂的工作士氣不再是空口白話。 4. 妥善運用員工高度投入的成功模式的確可使人力資源工作不僅真正發揮企業伙伴的角色，更可使人力資源工作者的價值深獲肯定。 In all endeavors to verify the feasibility and value of employee engagement in place, this research is particularly designed to study real world HR practices in comparison with key findings of "Best Employers in Asia" survey and related archives. "Dedication" and "Loyalty" are the most essential mindset that enterprises are expecting employees to demonstrate. In the past, researches of enterprise and employee relationship are focused much more on "Employee Satisfaction" and "Employee Involvement" than on the system how enterprise can do to inspire the spirit of "loyalty". Such a situation probably takes place with a nature of abstract or lack of methods, real cases and theoretic rationales to move forward such research and study. Involving dialogue with executives and application of "Case Study" and "Qualitative Research" methods, this research is aimed at exploring the employee engagement of Company F by undergoing an analysis of substantial data from HR glide path and practices. Research results reveal: • Employee engagement positively leads to high employees' commitment. • Highly engaged employees will help enterprise to attain profit and retention. • To drive employee engagement is workable. Indeed, it becomes realistic for enterprise to pursue high employee morale. • Leveraging the success model of employee engagement will not only definitely enhance business partnership but also sustain recognition and value of HR professionals.
