臺灣博碩士論文加值系統

在當前全球化和技術進步的商業環境中，有效的菁英人才管理策略對企業獲得競爭優勢至關重要。根據不同的公司規模、產業特性和組織層級，企業所需設計的菁英人才管理策略可能不同，但傳統研究多集中於人才吸引、發展和保留，較少從公司特徵角度探討其影響，本研究旨在收集不同公司規模、產業特性和組織層級的員工對於人才管理策略的感知，進行ANOVA分析，探討不同組織特徵下的員工對於菁英人才管理的各項措施是否存在差異，以提供企業制定菁英人才管理計畫的參考，發揮菁英人才管理吸引、發展、留任的功能。
本研究結果顯示：(1)不同公司規模的員工對菁英人才管理措施的感知上存在顯著差異，員工所屬公司規模大者較規模小者有更好的菁英人才管理，突顯了公司規模對於實行菁英人才管理的影響，本研究藉此為不同公司規模的組織分別提供具體的建議策略。(2)不同產業特性和組織層級的員工在菁英人才管理的感知上無顯著的差異，顯示菁英人才管理非特定產業特性、組織層級的重點議題，建議未來繼續深入探討，確認不同產業和組織層級下較具優勢的菁英人才管理措施，以將菁英人才管理的效果最大化幫助企業應對挑戰，推動長遠發展，提升管理效率及成效。

In the current globalized and technologically advanced business environment, effective talent management strategies are crucial for companies to gain a competitive edge. Depending on company size, industry type, and organizational level, the required talent management strategies may vary. Traditional research often focuses on attracting, developing, and retaining talent, with less emphasis on the impact of company characteristics. This study aims to gather perceptions of talent management strategies from employees across various company sizes, industries, and organizational levels and conducts ANOVA analysis to explore differences in talent management practices across organizational traits, providing insights for developing effective talent management plans that enhance attraction, development, and retention of talent.
The study's findings indicate: (1) significant differences in perceptions of talent management practices based on company size, with employees from larger companies experiencing better talent management, highlighting the influence of company size on the implementation of such strategies, offering specific strategy recommendations for organizations of different sizes; (2) no significant differences in perceptions of talent management across different industries and organizational levels, suggesting that talent management is not specific to any industry or level, recommending further investigation to identify more effective talent management practices for different industries and levels to maximize the effectiveness of talent management in helping businesses face challenges, drive long-term development, and improve management efficiency and effectiveness.

中文摘要 i
Abstract ii
誌 謝 iii
目錄 iv
圖目錄 vi
表目錄 vii
一、緒論 1
1-1 研究背景與動機 1
1-2 研究目的 4
1-3 預期研究貢獻 5
二、 文獻探討 7
2-1 菁英人才的定義 7
2-2 菁英人才管理的定義 8
2-3 公司規模與人才管理之關聯性 9
2-4 產業特性與人才管理之關係 10
2-5 組織層級與人才管理之關係 12
三、研究方法 14
3-1 研究架構 14
3-2 研究樣本與資料蒐集程序 15
3-3 研究變項之操作性定義說明及研究工具 16
3-3-1 人才規劃 17
3-3-2 人才招聘與留任 17
3-3-3 人才發展 17
3-3-4 專業提升 18
3-3-5 獎酬 18
3-4 資料分析與統計方法 19
四、研究結果 20
4-1 資料來源與樣本特性 20
4-2 驗證性因素分析 22
4-3 探索性因素分析 24
4-4 信度分析 28
4-5 假設驗證的結果 28
五、結論與建議 33
5-1 研究結果與結論 33
5-2 研究貢獻與實務建議 34
5-2-1 公司規模與菁英人才管理的感知 34
5-2-2 產業特性、組織層級與菁英人才管理的感知 35
5-3 研究限制與未來研究建議 36
六、參考文獻 38

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