在知識經濟時代，企業由過去重視財務資產轉變成重視人力資產的價值，而在面臨快速變遷的環境之下，人才的需求與日俱增，在人才的戰爭中，如何吸引、發展及留任人才，以維持組織竸爭力，成為人才管理備受討論的原因之一。
本研究首先探討人才管理的意涵，歸納人才管理的實務作法，調查新竹以北公司對於人才管理的實施原因、人才管理在整體策略的重要程度、人才管理預算的編列、人才的類型、人才管理實務、人才管理流程及參與人員、人才管理的衡量指標、人才管理的實施成效，並討論人才管理與組織績效的相關性，得到以下研究發現：
實施人才管理的原因，主要是為了維持竸爭力、相信好的人才與組織績效的關係及留才。人才管理在整體策略的重要性高，預算編列以人才發展預算比例最高。人才對象主要是具潛力的中階管理者、對組織有重要貢獻者/技術專家及高階管理者。而人才管理流程和實務部份並沒有一致的做法，人才管理流程偏重在發展人才、定義人才及公司目標連結；人才管理實務相當廣泛，但重點仍在績效管理、人力資源規劃、招募、發展及獎酬上，另外也將職能、領導才能/高潛力人員發展計劃、接班人計劃整合到人才管理實務。人才管理的參與層級高，總經理、高階主管及人力資源部門都是主要的參與人員。而在量的衡量指標上，人才庫的離職率及接班人的準備程度，是人才管理最常使用的指標。此外，實施人才管理的公司，在留才、吸引、發展人才及工作環境上的滿意度高。
在組織績效上，實施人才管理的公司有較好的組織績效。

In the era of knowledge economy, human capital has become the core for comptetition. Facing the rapid changing economy environment, the talent demand is increased. How to attract, develp, and retain talent become the critical issue for corporate. However, talent management evoles the key factor for corporate to sustain conpetivitage advantage.

First, the research intends to explore and clarify the Talent Management through a compenhesive study on related literature and generalizes the actual practice. The research examins the implemtation of TM including drivers, priority for organizational strategy, budget in place, groups considered talent, TM practice, TM process, measurement, impact on management and workplace. Beside, the research examines the TM impact on organizational performance. Based on the purpose of the research, the conclusions are as follows:
To sustain competitive advange, be convinced the relationship between better talent and better business performance, and retain talent, many companies introduce TM. TM has high priority for organizational strategy. Most companies with TM prepar budget for talent development. Talent is identified as mid-level management with leadership potential, key contributors/technical experts and executive. Talent process focuses on talent development, idenfifying talnet needs and aligning employees with the mission and vision of organization. The practice of TM includes performance management, human resource planning, recruitment, development and reward, it also involve in competency, leadership/high potential development and succession planning. CEO, executive and human resource department involve in TM process. The key measurements of TM are talent pool turnover rate and the number of talent readiness for next level. However, companies with TM are satisfied with retaining, attracting, developing talent and positive workplace.

TM was experimented with significant impact on organizational performance.

第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 3
第三節 研究流程 4
第二章 文獻探討 6
第一節 人才管理的意涵 6
第二節 人才管理實務 15
第三節 人才管理的組織績效 27
第三章 研究方法 30
第一節 問卷設計與內容 30
第二節 研究對象 34
第三節 分析方法 36
第四章 研究結果 37
第一節 人才管理實施比例分析 37
第二節 人才管理實務分析 41
第三節 人才管理與組織績效 94
第五章 討論與建議 95
第一節 結論與建議 95
第二節 討論與建議 99
第三節 研究限制 101
參考文獻 103
附錄：調查問卷 107

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