以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：120

、訪客IP：3.129.39.85

姓名	廖俊杰(Chun-Chieh Liao)  查詢紙本館藏	畢業系所	人力資源管理研究所在職專班
論文名稱	菁英人才管理措施對留任意願之影響：工作敬業度為中介變項、知覺組織支持為調節變項之探討 (The impact of talent management on intention to stay: An exploration of employee engagement as the mediator and perceived organizational support as the moderator)
相關論文	★ 組織精簡與員工態度探討 - 以A公司人力重整計劃為例。 ★ 訓練成效評估及影響訓練移轉之因素探討----一項時間管理訓練之研究 ★ 主管領導風格、業務員工作習慣及專業證照對組織承諾與工作績效之相關研究 ★ 研發專業人員職能需求之研究-以某研究機構為例 ★ 人力資本、創新資本與組織財務績效關聯性之研究 ★ 企業人力資源跨部門服務HR人員之角色、工作任務及所需職能之研究 ★ 新進保全人員訓練成效之評估 ★ 人力資源專業人員職能之研究－一項追蹤性的研究 ★ 影響企業實施接班人計劃的成功因素 ★ 主管管理能力、工作動機與工作績效之關聯性探討─以A公司為例 ★ 影響安全氣候因子之探討-以汽車製造業為例 ★ 台電公司不同世代員工工作價值觀差異及對激勵措施偏好之研究 ★ 不同的激勵措施對員工工作滿足及工作投入之影響性分析 ★ 工作價值觀、工作滿足對組織承諾之影響(以A通訊公司研發人員為例) ★ 薪資公平知覺與組織承諾關係之探討－以內外控人格特質為干擾變項 ★ 改善活動訓練成效評量之研究
檔案	[Endnote RIS 格式]    [Bibtex 格式]    [相關文章]   [文章引用]   [完整記錄]   [館藏目錄]   [檢視]  [下載] 本電子論文使用權限為同意立即開放。 已達開放權限電子全文僅授權使用者為學術研究之目的，進行個人非營利性質之檢索、閱讀、列印。 請遵守中華民國著作權法之相關規定，切勿任意重製、散佈、改作、轉貼、播送，以免觸法。
摘要(中)	本研究目的在直接或透過員工敬業度作為中介，來分析企業菁英人才管理策略的實踐對員工留任意願的影響，同時考慮到若員工明顯感受到組織的支持，他們就更有可能對組織產生義務感，從而導致更高程度的組織承諾和留任意願，本研究也探討知覺組織支持在於工作敬業度與員工留任意願間具有調節效果。 在現今全球經濟競爭日趨激烈的環境中，菁英人才管理措施已經成為世界上大多數企業最重要的經營策略與挑戰及獲得永續競爭優勢的關鍵成功因素之一，如何有效的吸引、激勵、留任和發揮優秀員工的潛力，並提升員工的敬業度與讓員工感受到高度的組織支持，以提高組織績效、增加企業競爭優勢。 本研究採用階層線性模型（HLM）探討組織層級變數和個人層級變數間的交互影響作用，將菁英人才管理措施與知覺組織支持置於組織層級，探討菁英人才管理措施是否影響個人層級的工作敬業度，最終增加員工留任意願，並且加入知覺組織支持做為調節因子。本研究針對台灣企業有執行菁英人才管理措施的27家公司做為問卷發放的研究對象，問卷發放方式採用兩階段調查，共蒐集27家之國內企業，250份問卷，扣除填答不足6份樣本之公司二家，最終有效問卷來自25家之國內企業，共238份問卷，進行實證分析。研究結果顯示： (1) 組織階層的菁英人才管理措施與個人層級的留任意願存在顯著正相關。 (2) 個人層級的工作敬業度在菁英人才管理措施與留任意願間具有中介效果。
摘要(英)	The purpose of this study is to analyze the impact of talent management strategies on employee retention intention, both directly and through the mediation of employee engagement. The study also considers that if employees perceive significant organizational support, they are more likely to feel an obligation to the organization, leading to higher organizational commitment and retention intentions. Additionally, this study explores the moderating effect of perceived organizational support on the relationship between work engagement and employee retention intentions. In today′s increasingly competitive global economic environment, talent management have become one of the most important business strategies and challenges for most companies worldwide, as well as a key success factor in gaining sustainable competitive advantages. Effectively attracting, motivating, retaining, and unleashing the potential of outstanding employees, as well as enhancing employee engagement and ensuring a high level of organizational support, are crucial for enhancing organizational performance and increasing corporate competitive advantage. This study employs Hierarchical Linear Modeling (HLM) to investigate the interactive effects between organizational-level variables and individual-level variables. It places talent management measures and perceived organizational support at the organizational level to investigate whether these measures affect individual-level employee engagement, ultimately increasing employee retention intention, with perceived organizational support added as a moderating factor. The study surveyed 27 companies in Taiwan that implement talent management, using a two-stage survey method. A total of 250 questionnaires were collected from these companies, and after excluding responses from two companies with less than six completed questionnaires, the final sample consisted of 238 valid questionnaires from 25 domestic companies, which were then subjected to empirical analysis. The results of the study are as follows: (1) There is a significant positive correlation between organizational-level talent management measures and individual-level retention intention. (2) Individual-level employee engagement mediates the relationship between talent management measures and retention intention.
關鍵字(中)	★ 菁英人才管理 ★ 留任意願 ★ 工作敬業度 ★ 知覺組織支持	關鍵字(英)	★ Talent Management ★ Retention Intention ★ Employee Engagement ★ Perceived Organizational Support
論文目次	第一章 緒論 1 1-1研究背景與動機 1 1-2研究目的 4 第二章 文獻探討 5 2-1菁英人才的定義 5 2-2菁英人才管理 5 2-3留任意願 6 2-4員工敬業度 7 2-5知覺組織支持 8 2-6菁英人才管理措施對留任意願的影響 9 2-7工作敬業度在菁英人才管理措施與留任意願間具有中介效果 10 2-8知覺組織支持在員工敬業度與員工留任意願間具有正向的調節效果 12 第三章 研究方法 14 3-1研究架構 14 3-2研究對象與資料樣本收集 15 3-3研究工具 15 第四章 研究結果 20 4-1資料來源與樣本特性 20 4-2信度與效度分析 22 4-4相關性分析 24 4-6 階層線性模型分析 26 第五章 研究結論與建議 31 5-1研究結果與討論 31 5-2研究貢獻 32 5-3 管理意涵 33 5-4研究限制與建議 34 參考文獻 35
參考文獻	溫福星, & 邱皓政. (2009). 組織研究中的多層次調節式中介效果: 以組織創新氣氛, 組織承諾與工作滿意的實證研究為例. 管理學報, 26(2), 189-211. Aktar, A. & Pangil F. (2017), “The Relationship between Employee Engagement, HRM practices and Perceived Organizational Support: Evidence from Banking Employees” International Journal of Human Resource Studies, Vol. 7 No. 3. ISSN 2162-3058 Alias, N. E., Noor, N., & Hassan, R. (2014). Examining the mediating effect of employee engagement on the relationship between talent management practices and employee retention in the Information and Technology (IT) organizations in Malaysia. Journal of Human Resources Management and Labor Studies, 2(2), 227-242 Allen, D. G., Shore, L. M., & Griffeth, R. W. (2003). The role of perceived organizational support and supportive human resource practices in the turnover process. Journal of Management, 29(1), 99–118. https://doi. org/10.1177/014920630302900107 Al-Omar, H. A., Arafah, A. M., Barakat, J. M., Almutairi, R. D., Khurshid, F., & Alsultan, M. S. (2019). The impact of perceived organizational support and resilience on pharmacists’ engagement in their stressful and competitive workplaces in Saudi Arabia. Saudi Pharmaceutical Journal, 27(7), 1044–1052. https://doi.org/10.1016/j.jsps.2019.08.007 Aljunaibi, M. M. (2014). Talent management and employee engagement. Doctoral dissertation, The British University in Dubai (BUiD). Retrieved from https://bspace.buid.ac.ae/ handle/1234/704 Alvi, A. K., Abbasi, A. S., & Haider, R. (2014). Relationship of perceived organizational support and employee engagement. Science International, 26(2), 949–952 Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63(3), 308-323. https://doi.org/10.1108/IJPPM-01-2013-0008  Armstrong M. 2017. Armstrong’s Handbook of Human Resource Management Practice. Ed. ke-13. New York: Kogan Page Limited. Bakker, A.B. and Demerouti, E. (2014), “Job demands-resources theory”, in Chen, P.Y. and Cooper, C.L. (Eds), Wellbeing: A Complete Reference Guide, Vol. III, Wiley-Blackwell, Chichester, pp. 37-64. Bakker, A.B., Demerouti, E. and Sanz-Vergel, A.I. (2014), “Burnout and work engagement: the JD-R approach”, Annual Review of Organizational Psychology and Organizational Behavior, Vol. 1 No. 1, pp. 389-411. Bakker, A.B. and Sanz-Vergel, A.I. (2013), “Weekly work engagement and flourishing: the role of hindrance and challenge job demands”, Journal of Vocational Behavior, Vol. 83 No. 3, pp. 397-409. Bakker, A. B., Schaufeli, W. B., Leiter, M. P., & Taris, T. W. (2008). Work engagement: An emerging concept in occupational health psychology. Work & Stress, 22(3), 187–200. https://doi.org/10.1080/02678370802393649 Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management. https://doi.org/10.1177/014920639101700108 Berger, L. A., & Berger, D. (2017). The Talent Management Handbook, Third Edition: Making Culture a Competitive Advantage by Acquiring, Identifying, Developing, and Promoting the Best People. McGraw-Hill Education Bhatnagar, J. (2007). Talent management strategy of employee engagement in Indian ITES employees: key to retention. Employee Relations, vol. 29 (6), pp. 640-663. Bjorkman, I., Ehrnrooth, M., Makela, K., Smale, A., & Sumelius, J. (2013). Talent or not? Employee reactions to talent identification. Human Resource Management, 52(2), 195–214. doi:10.1002/hrm.21525 Boudreau, J.W., and Ramstad, P.M. (2005a), ‘Talentship,Talent Segmentation, and Sustainability: A New HR Decision Science Paradigm for a New Strategy Definition,’ Human Resource Management, 44, 2, 129– 136   Brown, S. P., & Leigh, T. W. (1996). A new look at psychological climate and its relationship to job involvement, effort, and performance. Journal of Applied Psychology, 81(4), 358–368. https://doi.org/10.1037/0021-9010.81.4.358 Caplan, J. (2013). Strategic Talent Development: Develop and engage all your people for business success. London: Kogan Page. Chami-Malaeb, R.; Garavan, T (2013). Talent and leadership development practices as drivers of intention to stay in Lebanese organizations: The mediating role of affective commitment. Int. J. Hum. Resour. Manag. 2013, 24, 4046–4062 Chasserio, S.; Legault, M.J. Strategic Human Resources Management Is Irrelevant When It Comes to Highly Skilled Professionals in the Canadian New Economy. Int. J. Hum. Resour. Manag. 2009, 20, 1113–1131. Cho, S.; Johanson, M.M.; Guchait, P. Employees intent to leave: A comparison of determinants of intent to leave versus intent to stay. Int. J. Hosp. Manag. 2009, 28, 374–381. Collings, D. G., Mellahi, K., & Cascio, W. F. (2019). Global talent management and performance in multinational enterprises: A multilevel perspective. Journal of management, 45(2), 540-566. Cropanzano, R., & Mitchell, M. S. 2005. Social exchange theory: An interdisciplinary review. Journal of Management, 31: 874-900. Dries, N. (2013). The psychology of talent management: A review and research agenda. Human Resource Management Review, 23(4), 272–285. doi:10.1016/j.hrmr.2013.05.001 Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. 1986. Does pay for performance increase or decrease perceived self-determination and intrinsic motivation? Journal of Personality and Social Psychology, 77: 1026-1040. Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87(3), 565–573. https://doi.org/ 10.1037/0021-9010.87.3.565 Flegley S. Talent management survey report. Vol. 2006. Alexandria, VA: Society of Human Resources Management Research; 2006. Fornell, C., & Larcker, D. F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics. In: Sage Publications Sage CA: Los Angeles, CA. Gallardo-Gallardo, E. and Thunnissen, M. (2016), "Standing on the shoulders of giants? A critical review of empirical talent management research", Employee Relations, Vol. 38 No. 1, pp. 31-56. https://doi.org/10.1108/ER-10-2015-0194 Gelens, J., Dries, N., Hofmans, J., & Pepermans, R. (2013). The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda. Human Resource Management Review, 23(4), 341–353. https://doi.org/10.1016/j. hrmr.2013.05.005 Gouldner, A. W. (1960). The norm of reciprocity. American Sociological Review, 25, 165-167. Gould-Williams, J.; Davies, E. Using Social Exchange Theory to Predict the Effects of HRM Practices on Employee Outcomes. Public Manag. Rev. 2005, 7, 1–24. Hafez, E., AbouelNeel, R., & Elsaid, E. (2017). An exploratory study on how talent management affects employee retention and job satisfaction for personnel administration in Ain Shams University Egypt. Journal of Management and Strategy, 8(4), pp. 1-17. Hakanen, J., Schaufeli, W.B., & Ahola, K. (2008). The Job Demands-Resources model: A three-year cross-lagged study of burnout, depression, commitment, and work engagement. Work & Stress, 22, 224-241. Handfield-Jones, H., Michaels, E., & Axelrod, B. (2001). The war for talent: Boston: Harvard Business School Publishing. Hejase, H. J., Hejase, A. J., Mikdashi, G., (2016). Talent management challenges: An exploratory assessment from Lebanon. International Journal of Business Management and Economic Research, 7(1), pp. 504-520. Hongal, P., & Kinange, U. (2020). A study on talent management and its impact on organization performance-an empirical review. International Journal of Engineering and Management Research, 10. Hu, L. t., & Bentler, P. M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural equation modeling: a multidisciplinary journal, 6(1), 1-55. Hughes, J. C., & Rog, E. (2008). Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, 20(7), 743-757. https://doi.org/10.1108/09596110810899086 Hughes, J. C., Rog, E., Julia, C. H., & Evelina, R. (2008). Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, 20(7), 743–757. https://doi.org/10.1108/09596110810899086 Johari, J.O.; Yean, T.F.; Adnan, Z.U.; Yahya, K.K.; Ahmad, M.N. Promoting employee intention to stay: Do human resource management practices matter. Int. J. Econ. Manag. 2012, 6, 396–416. Jyoti, J.; Rani, R. Exploring talent management practices: Antecedents and Consequences. Int. J. Manag. Concepts Philos. 2014, 8, 220–248. Kiessling, T. S., & Simsek, B. (2011). International acquisitions: Retention of a target firm’s key top personnel for social capital. International Journal of Human Resources Development and Management, 11(2-4), 167–178. https://doi.org/10.1504/IJHRDM.2011.041669 Kim, W., Price, J. L., Mueller, C. W., & Watson, T. W. (1996). The Determinants of Career Intent Among Physicians at a U.S. Air Force Hospital. Human Relations,49(7). https://doi.org/10.1177/001872679604900704 Korsakiene, R., Stankeviciene, A., Simelyte, A., & Talackiene, M. (2015). Factors driving turnover and retention of information technology professionals. Journal of Business Economics and Management, 16(1), 1–17. https://doi.org/10.3846/16111699.2015.984492 Kurtessis, J. N., Eisenberger, R., Ford, M. T., Buffardi, L. C., Stewart, K. A., & Adis, C. S. (2017). Perceived organizational support: A meta-analytic evaluation of organizational support theory. Journal of Management, 43(6), 1854–1884. https://doi.org/10.1177/0149206315575554 Lee, T. W.; and Mowday, R. T. (1987). "Voluntarily Leaving an Organization: An Empirical Investigation of Stress and Mowdays Model of Turnover", Academy of Management Journal, pp. 721-743 Lepak, D. P., & Snell, S. A. (1999). The human resource architecture: Toward a theory of human capital allocation and development. The Academy of Management Review, 24, 31- 48. doi:10.2307/259035 Li, Z., Zhou, W., Liu, C., Zhang, J., Gu, B., Shang, S. & Wang, Q. (2018). Relationship between nurses′ turnover intention and organizational environment in tertiary hospitals in Beijing. Journal of Nursing Science, 33(01), 46-49. https://doi.org/10.3870/j.issn.1001-4152.2018.01.046 Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American psychologist, 57(9), 705- Lubitsh, G., & Smith, I. (2007). Talent management: A strategic imperative. The Ashridge Journal, 6, 1-6. Lyons, T.F. Role Clarity, Need for Clarity, Satisfaction, Tension, and Withdrawal. Organ. Behav. Hum. Perform. 1971, 6, 99–110. Nojedeh, S. H., & Ardabili, F. S. (2015). An overview on talent management in nursing. Management Issues in Healthcare System, 1, 4-17 Oehley, A. M., & Theron, C. C. (2010). The development and evaluation of a partial talent management competency model. Management Dynamics, 19(3). Pandita, D., & Ray, S. (2018). Talent management and employee engagement–a meta-analysis of their impact on talent retention. Industrial and Commercial Training.   Peugh, J. L. (2010). A practical guide to multilevel modeling. Journal of school psychology, 48(1), 85-112. Rhoades, L., & Eisenberger, R. 2002. Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87: 698-714. Rhoades, L., Eisenberger, R., & Armeli, S. (2001). Affective commitment to the organization: The contribution of perceived organizational support. Journal of Applied Psychology, 86, 825– 836. Saks, A. M.s (2006). Antecedents and Consequences of Employee Engagement. Journal of Managerial Psychology, 21, 600–619. https://doi.org/10.1108/02683940610690169 Schaufeli, W.B.; Bakker, A.B. Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. J. Organ. Behav. 2004, 25, 293–315. Schaufeli, W. B., Salanova, M., González-romá, V., & Bakker, A. B. (2002). The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach. Journal of Happiness Studies, 3(1), 71-92.https://doi.org/10.1023/A:1015630930326 Shaw, J. D., Dineen, B. R., Fang, R., & Vellella, R. F. (2009). Employeeorganization exchange relationships, HRM practices, and quit rates of good and poor performers. Academy of Management Journal, 52(5), 1016–1033. https://doi.org/10.5465/amj.2009.44635525 Shore, L. M., & Tetrick, L. E. (1991). A construct validity study of the Survey of Perceived Organizational Support. Journal of Applied Psychology, 76, 637– 643. Shore, L. M., & Wayne, S. J. (1993). Commitment and employee behavior: Comparison of affective commitment and continuance commitment with perceived organizational support. Journal of Applied Psychology, 78, 774 –780. Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: It′s nature and antecedents. Journal of Applied Psychology, 68(4), 653-663.  Tadic, M., Bakker, A.B. and Oerlemans, W.G.M. (2015), “Challenge versus hindrance job demands and well-being: a diary study on the moderating role of job resources”, Journal of Occupational and Organizational Psychology, Vol. 88 No. 4, pp. 702-725. Tash, M. S., Ali, E. N., & Ahmadzadeh, M. (2016). The effects of talent management on employees’ performance in oil jam petrochemical complex (Oil JPC): The mediating role of job satisfaction. International Journal of Economics and Finance, 8(6), 1-5. http://dx.doi.org/10.5539/ijef.v8n6p226 Tett, R. P., & Meyer, J. P. (1993). Job satisfaction, organizational commitment, turnover intention, and turnover: Path analyses based on meta-analytic findings. Personnel Psychology, 46(2), 259–293. https://doi.org/10.1111/j.1744-6570.1993.tb00874.x Tracey, J. B., & Hinkin, T. R. (2008). Contextual factors and cost profiles associated with employee turnover. Cornell Hospitality Quarterly, 49(1), 12–27. https://doi.org/10.1177/0010880407310191 Tjiptono, F., & Diana, A. (2003). Total quality management. Yogyakarta. Andi Publisher. Vaiman, V., Collings, D.G. and Scullion, H. (2017), "Contextualising talent management", Journal of Organizational Effectiveness: People and Performance, Vol. 4 No. 4, pp. 294-297. https://doi.org/10.1108/JOEPP-12-2017-070 Wayne. S. J, Shore. L. M, Bommer. W. H, & Tetrick. L. E, “The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange”, Journal of Applied Psychology, Vol. 87, 2002, pp. 590–598. Williams M. The war for talent: getting the Best of the Best. London: Chartered Institute of Personnel and Development; 2000. Withey, M. J., & Cooper, W. H. (1989). Predicting exit, voice, loyalty, and neglect. Administrative Science Quarterly, 34(4), 521–539. https://doi.org/10.2307/2393565 Wheaton, B. (1987). Assessment of fit in overidentified models with latent variables. Sociological methods & research, 16(1), 118-154.
指導教授	林文政	審核日期	2024-7-17
推文	facebook   plurk   twitter   funp   google   live   udn   HD   myshare   reddit   netvibes   friend   youpush   delicious   baidu
網路書籤	Google bookmarks   del.icio.us   hemidemi   myshare