| 摘要: | 本研究聚焦旅居美國、加拿大、日本、新加坡與歐洲等五地之台籍高科技人才，旨在剖析其返台工作的誘因，以補政策與實務對「海外台籍高階人力資本」族群關注不足之缺口。
研究採滾雪球與便利抽樣，於 2024 年 2 月 22 日至 3 月 31 日回收問卷 477 份，剔除無效後得有效樣本 421 份，問卷涵蓋財務性薪酬、非財務獎酬、職涯發展、生活條件、政治經濟因素與企業文化六大構面，共 50 題，採Likert六點量表及一題強制排序題。資料處理先以描述統計呈現樣本結構，再以獨立樣本 t 檢定與單因子變異數分析（含 Tukey HSD 事後檢定）檢驗六項假設。
結果顯示：(1) 公司指派之外派者對股票認股權與長期激勵性薪酬重視程度顯著高於自發型外派者（部分支持）；(2) 三十歲以下世代對生活成本與人際網絡等條件重視程度顯著高於年長族群，但在人性化制度方面未呈顯著差異（部分支持）；(3) 管理職對公司願景與企業文化整體重視程度高於專業職（支持）；(4) 高階職位對「長期穩定工作」重視程度顯著低於初階職位（支持）；(5) 女性對創業/共同創辦人機會之重視低於男性（支持）；(6) 家庭結構對教育補助與保險福利具差異，但婚姻狀態對工作穩定性之假設未獲支持（部分支持）。此外，平均分數以「非財務獎酬」最高，然強制排序卻以「財務性薪酬」居首，顯示顯示在受限選擇情境下，多數人仍將「財務性薪酬」作為首要考量；而非財務因素卻可能影響長期留任決策。研究結果為政府設計分眾留才方案及企業制定精準誘因提供量化依據。;This study focuses on Taiwanese high-tech professionals residing in five major regions—namely the United States, Canada, Japan, Singapore, and Europe—with the aim of analyzing the incentives that drive them to return to work in Taiwan. The research seeks to address the lack of policy and practical attention toward Overseas Taiwanese high-level human capital. The study employed snowball and convenience sampling methods, collecting 477 responses between February 22 and March 31, 2024. After excluding invalid entries, 421 valid samples were retained. The questionnaire covered six key dimensions: financial compensation, non-financial rewards, career development, living conditions, political-economic factors, and corporate culture. It consisted of 50 six-point Likert scale questions and one forced-ranking item.
Data analysis began with descriptive statistics to present the sample structure, followed by independent sample t-tests and one-way ANOVA (with Tukey HSD post hoc tests) to examine six hypotheses.
The results revealed:
(1) Company-assigned expatriates gave significantly higher ratings to stock options and long-term incentive compensation than self-initiated expatriates (partially supported);
(2) Respondents under 30 rated living costs and social networks significantly higher than older groups, while no significant difference was observed in views on human-centered systems (partially supported);
(3) Managerial-level professionals gave higher overall evaluations of company vision and corporate culture compared to technical-level professionals (supported);
(4) Senior positions rated “long-term job stability” significantly lower than entry-level roles (supported);
(5) Female respondents placed less emphasis on entrepreneurship/co-founder opportunities compared to males (supported);
(6) Family structure affected views on educational and insurance benefits, while marital status did not significantly impact attitudes toward job stability (partially supported).
Additionally, while “non-financial rewards” received the highest average score, “financial compensation” ranked first in the forced-choice item, indicating that under constrained choice scenarios, most respondents still prioritize financial incentives. Nevertheless, non-financial factors may play a key role in long-term retention decisions. The findings provide quantitative support for government efforts to design targeted talent retention programs and for companies to develop precise incentive strategies. |
