研究結果發現：(1)組織薪酬是否具外部競爭力直接影響招募成果及員工留任意願。(2)對工作與生活平衡的在意程度，員工會依不同世代產生差異。(3)組織透過訓練培育員工技能，對雙方在晉升與發展有實際共好效益。(4)組織創建團隊共識營，對提高組織認同及個人工作目標有聚焦效果。(5)因時制宜的策略性留才措施，可循序達成組織目標及提升員工留任意願。(6)個別協議建立在公平準則下，可提升員工對組織的信任及留任意願。 ;The subject of the Study Case Company C is a SME-type organization who engages in a longstanding talent recruitment competition with its adjacent manufacturing operator, and has increasingly elevating needs for talents in the process of creating its own medical brand; however, in addition to difficulties in recruitment, the low retention rate of its incumbent staff directly affects recruitment and increases training cost as well as indirectly influences the staff in the sense of uncertainty toward sustainable management of the organization, causing the two parties unable to coagulate the consensus development to enterprise culture and future operations. Hence, in this study, all staff of the Case Company C, which totals to 60 including foreign workers, has participated in registered online survey via questionnaires, with actual responses at 60, followed by plans consisting of 1-on-1 employee interviews with 40 employees among the respondents. Through of which, the company aims to optimize existing human resources measures and negotiate idiosyncratic deals on basis of findings in exploration and confirmation of employee needs of the interviews with a view to enhance employees’ willingness of retention.
It is found in the study that: (1)External competitiveness of organizational salary and compensation directly affects recruitment result and employee willingness in retention. (2) Degrees of care for work-and-life balance vary among employees of different generations. (3)The organization’s cultivation in employee skills through trainings will result in actual effects of common goods in terms of promotion and development for both parties. (4)The organization’s creation of group consensus camps may cause focus effects in enhancement of organizational identification and working goals of individuals. (5)Strategic human resource measures adapting to circumstances may sequentially achieve organizational goals and enhance employee willingness in retention.(6)Idiosyncratic deals established under guidelines of equity may enhance the trust and willingness in retention by employees toward the organization.
