基於麥肯錫公司發表人才戰報告，企業視菁英人才管理措施為策略性人力資源管理的一環，將重要的資源配置於20%的菁英人才，創造80%的組織績效已成為企業重要的目標，且現今員工自我意識抬頭，企業提供的措施是否符合個人需求也成為影響的關鍵。 本研究的目的在探討菁英人才對企業實施排他性菁英人才管理措施的感知程度對於留任意願的影響，同步探討工作敬業度是否具有中介效果，並進一步剖析菁英人才對排他性人才管理措施的期待程度是否會受到依循期待不一致理論而對留任意願具有調節中介效果。 本次研究針對台灣29家實施菁英人才管理措施的企業進行調查，蒐集170份問卷，研究結果顯示：(1)排他性菁英人才管理措施的感知程度對留任意願呈負向關係；(2)工作敬業度在排他性菁英人才管理措施的感知程度與留任意願間具有負向完全中介效果；(3)排他性菁英人才管理措施的期待程度在感知程度與工作敬業度間具有顯著負向調節效果；(4)排他性菁英人才管理措施的期待程度對透過工作敬業度影響留任意願則不具調節式中介效果。綜合近年度人才管理領域及企業人才永續領域相關文獻說明，菁英人才的組成逐漸改變，不同族群與企業締結心理契約的方式不盡相同，將改變個人對工作資源的定義，並調整個人對菁英人才管理措施與自身的連結效果；意即當員工將多元化工作環境視為工作資源納入為對企業的要求，將影響個人的工作敬業度及留任意願。重視企業提供的措施與員工個人的需求能為組織留任更多菁英人才。 ;Based on 《Talent War》 published by McKinsey & Company, enterprises consider talent management as part of strategic human resource management. Allocating important resources to 20% talent to create 80% organizational performance has become an important goal for businesses. Moreover, with employees′ increasing self-awareness, whether talent management provided by companies meet individual needs has become a key factor. The purpose of this study is to explore the impact of talent′s perception of exclusive talent management on their intention to stay in the company. Simultaneously, it investigates whether work engagement mediates this relationship. Furthermore, it delves into whether talent′s expectation of exclusive talent management moderates the intention to stay through the mediation of expectation-discrepancy theory. This study surveyed 29 companies in Taiwan that implement talent management, collecting 170 questionnaires. The results indicate that: (1) Perception of exclusive talent management has a negative relationship with intention to stay; (2) Work engagement fully mediates the relationship between perception of exclusive talent management and intention to stay; (3) The expectation of exclusive talent management significantly moderates the relationship between perception and work engagement; (4) The expectation of exclusive talent management does not moderate the relationship between work engagement and intention to stay. Drawing from recent literature in talent management and corporate talent sustainability, it′s evident that the composition of talent is changing, and different groups form psychological contracts with companies in varied ways. This will redefine individuals′ definitions of job resources and adjust their connection with talent management. When employees perceive a diverse work environment and their expectations of the company, it will affect their work engagement and intention to stay. Prioritizing talent management provided by companies and meeting employees′ personal needs can help retain more talent within organizations.
