因此本研究使用階層線性模型將菁英人才管理措施與主動職涯行為置於組織層級，探討菁英人才管理與措施是否透過跨層級影響工作敬業度進而增加員工職涯滿意度，並且加入主動職涯行為做為調節因子。本研究針對有執行菁英人才管理措施的31家台灣企業，總計共收回254份問卷，其研究分析結果顯示：(1)菁英人才管理措施會正向影響職涯滿意度；(2)菁英人才管理措施會正向影響工作敬業度；(3)菁英人才管理措施會透過工作敬業度正向影響職涯滿意度；(4)主動職涯行為在菁英人才管理措施與職涯滿意度具有負向調節效果。人才管理策略必須以以人為本為出發點，尤其是針對菁英人才的管理。唯有如此，企業才能在激烈的人才競爭中脫穎而出。 ;This study aims to explore how companies can increase employee engagement and career satisfaction through the implementation of elite talent management strategies. Additionally, considering the growing awareness of self-awareness among employees today, this study also examines the role and impact of proactive career behaviors in human resource strategies. In today′s highly competitive global economic environment, talent management has become the key to corporate success. Planned and systematic talent management practices measures can enable talent to achieve maximum efficiency in the company and improve employee motivation and dedication. It has great help in achieving corporate goals and enhancing the company′s attractiveness. However, since talent management practices must be actively implemented by companies and needs to adapt to their respective business environments and talent needs, each company′s talent management situation may differ. Therefore, this study uses a hierarchical linear model to place elite talent management measures and proactive career behaviors at the organizational level and explores whether elite talent management and measures affect job engagement across levels to increase employee career satisfaction. Career behavior as a moderating factor. In this study, 31 Taiwanese companies that have implemented elite talent management measures received a total of 254 questionnaires. The research and analysis results show that: (1) elite talent management measures will positively affect career satisfaction; (2) elite talent management measures will positively affect career satisfaction; Talent management measures will positively affect job engagement; (3) Elite talent management measures will positively affect career satisfaction through job engagement; degree has a negative regulatory effect. Talent management strategies must be people-oriented, especially for the management of elite talents. Only in this way can enterprises stand out in the fierce competition for talents.
