人才管理議題一直是企業永續經營的指標之一，多數知名國內外企業主，都曾在公開場合表示人才對於公司的重要程度值得花心力關注。縱使人才管理議題重要，多數企業也投入資源運作，但績效卻未必顯著；探究其原因，很可能是因為在不同情況之下，人才管理對於組織績效的影響會有不同程度的變化。本研究設定三個可能影響此類關係的調節因子：組織策略、環境不確定性、國際化程度，參考過去文獻並以實證研究是否符合預期調節效果。本研究更進一步定義人才為關鍵人才，讓受測企業更具體了解研究對象為何。

　　本研究以上市櫃公司或公司人數400人以上企業做為調查對象，產業涵蓋服務業、製造業、科技業等，採網路與實體問卷並行，以一間公司回收一份樣本，共計回收有效樣本69份，填答者多為企業中高階幹部，且服務年資在5~10年以上。樣本採SPSS階層迴歸分析驗證文中四個假設。實證結果顯示：(1)，環境不確定性對於關鍵人才影響組織績效正向調節效果最顯著，亦即環境不確定性越高，關鍵人才越落實的組織，組織績效越好。(2)，組織策略與國際化程度，調節效果不顯著，但組織績效加入兩調節變數之後，均達到顯著水準，實證結果顯示此兩調節變數仍存在部分正向影響效果。

　　本研究並提出實務上建議，期許帶給企業更多有關關鍵人才管理影響組織績效的資訊，使企業投入資源後，更有效率地進行關鍵人才管理，而後帶給組織更正向的績效成長。

Talent management is an important issue in recent years. Most of the entrepreneurs know the importance and put more and more resources into it. However, there are not good performances for all the business which do talent management even for a long time. To know more about this situation, we may explore some moderating factors referenced from past literatures. Such as organizational strategy, environmental uncertainty, and degree of globalization,they are the 3 main moderating factors in this research. Furthermore, we define talent as key talent to identify the research subjects more clearly.

　　We set the listed companies in Taiwan or more than 400 people entrepreneurs as survey subjects. These companies distribute in each field including service industy, manufacture industy and High-Tech industy. There are 69 valid samples included, and each sample is from each company without duplication. Most of the respondents are managements and serve in individual company for 5~10 years averagely. These samples are analyzed by SPSS regression model, and the results show as follows: (1) Environmental uncertainty is a significant moderator and has positive moderation affects. It means when companies do more key talent managements in high uncertain environment, the organizational performance will get better than others they don’t do it. (2) Organizational strategy and degree of globalization are not significant. Even the results don’t support the hypotheses, these two moderators still exist some interactions between key talent management and organizational performance due to the obvious significance of the entire model.

　　In the end, we provide some practical suggestions and informations about the moderation effects. We are looking forward to seeing more and more medium companies can do key talent management more efficiently. Moreover, we wish it certainly can come with positive performance in doing key talent management.

誌謝詞 ii
中文摘要 iii
Abstract iv
圖目錄 vii
表目錄 viii
第一章　緒論 1
第一節　研究背景 1
第二節　研究動機 1
第三節　研究目的 2
第二章　文獻探討 4
第一節　關鍵人才管理 4
第二節　組織績效 8
第三節 關鍵人才管理對組織績效影響 10
第四節　調節效果 11
第三章　研究方法 18
第一節　變數操作型定義與衡量工具 18
第二節　研究對象 25
第三節　分析方法 26
第四章　研究結果 28
第一節　敘述性統計與相關分析 28
第二節　關鍵人才管理對組織績效影響 31
第三節　調節效果檢定 32
第五章　結論與建議 44
第一節　研究結論 44
第二節　管理意涵 45
第三節　研究限制與未來建議 46
參考文獻 48
附錄一　原始量表 53
附錄二　施測問卷量表 57

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