「面對勞動市場快速變遷與世代交替，企業留才策略日益受到重視。尤其在Z世代（1995–2005年出生）逐步成為職場主力後，如何因應不同世代員工對工作資源與職場體驗的多元需求，已成為人力資源管理的重要課題。本研究旨在探討組織所提供之資源對員工留任意願的影響，並以「工作投入」為中介變項，進一步分析不同世代間的差異。 本研究選取四項具代表性的組織資源構面：工作靈活度、數位資源、職涯發展支持與工作價值觀契合，透過問卷調查蒐集台灣地區在職員工資料，最終取得有效樣本共312份。研究工具包含各變項之成熟量表，並採用SPSS及PROCESS統計軟體進行敘述統計、信效度分析、中介效果分析與跨世代樣本分組分析。研究結果顯示：(1) 四項組織資源皆對留任意願產生顯著正向關係；(2)四項組織資源皆透過工作投入對留任意願產生部分中介效果；(3) 非Z世代（X世代與Y世代）在各項中介模型中展現較高影響力，特別在職涯發展支持與工作價值觀契合構面；(4) Z 世代雖在組織資源與留任意願之間呈現顯著直接效果，但中介效果普遍較弱，顯示其對工作投入的反應相對保留，組織資源不一定能有效轉化為實質的工作參與。 本研究實證結果驗證社會交換理論與資源保存理論於世代管理議題之適用性，亦突顯Z 與非 Z 世代對組織資源的回應存在明顯差異。建議企業依據世代特性規劃留才策略，對 Z 世代強調彈性與自主參與，對非 Z 世代則以制度設計與投入強化為核心，提升組織穩定與人才留任。 ;In response to the rapidly changing labor market and generational transitions, employee retention strategies have become increasingly critical for organizations. As Generation Z (born between 1995 and 2005) gradually becomes the dominant workforce, addressing the diverse needs of employees from different generations regarding work resources and workplace experiences has emerged as a key issue in human resource management. This study aims to examine the impact of organizational resources on employees’ retention intention and further explores the mediating role of job involvement, with a focus on intergenerational differences. This research investigates four representative dimensions of organizational resources: job flexibility, digital resources, career development support, and person–organization value fit. Data were collected through a questionnaire survey targeting employed individuals in Taiwan, resulting in a total of 312 valid responses. The study utilized well-established scales for each construct and conducted descriptive statistics, reliability and validity analysis, mediation analysis, and multi-group analysis across generations using SPSS and PROCESS statistical software. The results indicate that: (1) All four organizational resource dimensions have a significantly positive relationship with retention intention; (2) Each of the four resources exerts a partial mediating effect on retention intention through job involvement; (3) Non-Z generations (i.e., Generation X and Y) show stronger effects across the mediation models, especially in the areas of career development support and person–organization value fit; and (4) although Generation Z showed significant direct effects between organizational resources and retention intention, the mediating effects of work engagement were generally weaker, indicating a lower tendency to translate resources into active engagement. These findings support the applicability of Social Exchange Theory and Conservation of Resources Theory in the context of generational workforce management. The study highlights the necessity for organizations to tailor retention strategies based on generational characteristics—emphasizing flexibility and autonomy for Generation Z, while reinforcing structured support and engagement for non-Z generations to enhance organizational stability and long-term talent retention.
