《人才戰爭(The War for Talent)》的出版引起了人們對人才管理對組織產生的正向影響產生極大的興趣，人才管理亦逐漸在企業中受到關注和廣泛的討論。在今日變動快速又複雜的商業環境中，人才管理被認為具有重要的戰略價值，人才擁有較高的戰略價值和獨特性可以作為企業的競爭優勢來源。然而過去的研究大多證實了人才管理與員工態度間的正向關係，僅國外少數研究同時討論人才管理對組織造成的正、負面影響。由於人才管理是由組織層級進行實施，且每間企業實施的情形亦不同。因此，本研究使用階層線性模式(Hierarchical Linear Modeling, HLM)將人才管理置於組織層級，探討人才管理是否跨層級透過員工敬業度與離職傾向對員工任務性績效造成雙面刃影響，並加入知覺程序公平作為調節因子。本研究共蒐集25家在台企業，74份主管問卷與244份部屬問卷，使用階層線性模式分析結果，研究發現：(1)人才管理會正向影響員工任務性績效；(2)人才管理會正向影響員工敬業度；(3)人才管理會透過員工敬業度正向影響員工任務性績效；(4)知覺程序公平在人才管理與員工敬業度間具有正向調節效果，當知覺程序公平程度愈高，人才管理與員工敬業度的正向關係會更強；(5)人才管理會負向影響員工離職傾向；(6)人才管理會透過離職傾向正向影響員工任務性績效。(7)知覺程序公平在人才管理與離職傾向間具有負向調節效果，當知覺程序公平程度愈高，人才管理與離職傾向的負向關係會更強。研究結果之學術貢獻、管理意涵、研究限制及未來研究方向，也在最後提出討論。;The publication of The War for Talent has attracted a great interest in the positive impact of talent management on organizations, and talent management is gradually gaining attention and widespread discussion in companies. In today′s fast-changing and complex business environment, talent management is considered to be strategically important, and the high strategic value and uniqueness of talent can be a source of competitive advantage for companies. However, most of the past studies have confirmed the positive relationship between talent management and employee attitudes, and only a few overseas studies have discussed both positive and negative effects of talent management on organizations. Because talent management is implemented at the organizational level and varies from company to company, this study uses a hierarchical approach. Therefore, this study uses the hierarchical linear modeling(HLM) to place talent management at the organizational level and investigate whether talent management has a double-edged effect on employee task performance across levels through employee engagement and turnover intention, and adds perceived procedural justice as a moderator. This study collected 74 supervisors′ and 244 subordinates′ questionnaires from 25 companies in Taiwan, and analyzed the results using a hierarchical linear model. The findings support that (1) talent management positively affects employee task performance; (2) talent management positively affects employee engagement; (3) talent management positively affects employee task performance through employee engagement; (4) perceived procedural justice has a positive moderating effect between talent management and employee engagement; the higher the degree of perceived procedural justice, the stronger the positive relationship between talent management and employee engagement; (5) talent management negatively affects employee turnover intention; (6) talent management positively affects employee task performance through turnover intention; (7) perceived procedural justice has a negative moderating effect between talent management and turnover intention, and the negative relationship between talent management and turnover intention is stronger when the degree of perceived procedural justice is higher. Finally, we discussed the implications of our study, accordingly.
