美國著名作家佛里曼（Thomas Friedman）在紐約時報專欄中指出，台灣雖然自然資源稀少，但台灣的人才培育卻是成就今日傲人表現的重要關鍵；然而，近日新加坡官員的言論卻提醒我國，台灣正面臨著人才流失的問題，必須更加注意吸引優秀國際人才的重要性。由於我國目前正是產業結構調整之際，產業以人為本，對內要持續優化我國人力素質，但優化後如何留住人才，並防劣幣驅逐良幣是企業主要正視的問題。

研究生親身體會，企業裏容不下有追求，有理想，有專業，不甘於平庸的優秀人才，而這些人也不願意用有限的生命，停留在這樣的企業中浪費職業青春。經過一定的時期以後，企業裏面的員工主體就會主要由這類凡事不求更好，差不多能混過去就行的人組成。企業要想有更大的發展，就是一句空話，根本沒有承載發展要素的人才滿足企業的需求。

要改變企業用人現狀，對不思進取，不能獲得進步的員工進行優勝劣汰，人為地促進人員流動，吸收新鮮血液，形成一個良性循環的機制，像一個健康的肌體一樣，不斷進行新陳代謝，保持旺盛的活力。

本研究以質化進行，首先透過三間台灣標竿鋼鐵業的訪談與次級資料的蒐集，以個案研究方式進行分析歸納出在如此快速變遷環境中，企業主應採取何種策略，留任公司中重要的國際級人才。

The famous American writer Friedman (Thomas Friedman) column in the New York Times pointed out that although Taiwan's natural resources are scarce, but the talent cultivation in Taiwan today is proud of the achievements of the key performance; However, the recent remarks of officials was reminded of Singapore, Taiwan is facing the problem of brain drain, we must pay more attention to the importance of attracting outstanding international talent. Since China's current industrial structure adjustment is the occasion, people-oriented industry, internal to continue to optimize our human qualities, but to optimize how to retain talent, and to prevent bad employee drives out good talent employee. These are enterprises major problems which need to face.

Graduate from personal experience that the enterprise cannot tolerate the pursuit, ideals, professional, unwilling to mediocre talents, and these people are reluctant to use a limited life, stay wasted youth career in such an enterprise. After a certain period of time , the body corporate which employees will not seek major things better from such people can be mixed in the past about the composition of the line. Companies want to have greater development, is empty talk, there is no load factors of development talent to meet the needs of enterprises.

To change the status of enterprises employing, for progress, progress cannot be survival of the fittest to get employees to artificially promote staff mobility, the absorption of fresh blood, the formation mechanism of a virtuous circle, like a healthy body, like the ongoing metabolism, maintain strong vitality.

The qualitative study conducted through the first three interviews and secondary data collected Taiwan's steel industry benchmark in order to analyze the case study approach summed up in such a rapidly changing environment, business owners should take what strategies companies remain important international talent.

論文審定書 i
誌 謝 ii
摘 要 iii
Abstract iv
目 錄 v
第一章 緒論 1
第一節 研究背景 1
第二節 研究動機 4
第三節 研究目的 5
第四節 研究流程 6
第二章 文獻探討 7
第一節 國際人力資本管理 7
第二節 國際人才管理的重要 9
第三節 國際人才留任 12
第三章 研究方法 20
第一節 研究架構 20
第二節 研究假設 20
第三節 研究設計 21
第四節 研究方法 23
第四章 研究討論 24
第一節 研究分析 24
第二節 不同個案背景之差異 24
第三節 人才留任之研究分析 33
第五章 結論與建議 35
第一節 研究發現 35
第二節 管理涵意 36
第三節 研究限制 37
第四節 研究與建議 37
參考書目 38
附錄一 董事長推薦函 41
附錄二 客戶推薦函 42

一、 中文部分

1. 林峰立 【領導、溝通與危機管理】講義
2. 劉廷揚 【領導、溝通與危機管理】講義
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4. 趙必孝(2011)，「國際化管理-人力資源觀點」，華泰文化。
5. 方至民(2006)，「國際企業管理」，前程文化。
6. 夏藍、康納提「決勝人才力」，天下文化。
7. 大前研一，「教出孩子的生存力」，天下文化。
8. 趙星(2013)，「挺住，意味著一切」，北京聯合出版公司。
9. 「台灣國際人才水位警戒」商業週刊 (2004.3.8-2004.3.14)
10. 昆恩、安德森、分可斯坦「管理專業智慧-善用最佳人才」哈佛商業週刊 (p.199~223)
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12. 丹尼爾.高曼(2014), 「哈佛教你帶人學」，天下文化。
13. 金偉燦（W. Chan Kim）和勒妮•莫博涅（Renée Mauborgne），「藍海戰略—
超越產業競爭，開創全新市場」，商務印書館。

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