過去的策略性人力資源管理文獻已支持策略性人力資源管理對於組織績效有正面影響的主張。近幾年來，人力資源差異化管理觀點帶來從策略性人力資源管理聚焦為策略性人才管理的改革想法。部分近幾年的研究也顯示策略性人才管理被認為可以為組織競爭優勢帶來重要的影響力。雖然近來有部份研究討論關於策略性人才管理的概念，但在策略性人才管理定義、實務做法及實證研究上尚未獲得任何的文獻支持。本研究討論策略性人才管理系統對於組織績效及人才能力的影響，及人才能力在此一關係中是否具有中介效果。我們一共收集六十二間在台灣各產業中大型公司的資料進行本研究的實證資料分析。研究結果發現摘要如下：
1. 首先，本研究發展出策略性人才管理五大子系統，包括策略性工作確認、職能發展、績效評估、職涯發展及薪酬管理等五大系統及含括在各系統內的實務做法。研究結果提供策略性人才管理實務測量工具信效度評估結果以支持本研究所發展之策略性人才管理實務量表為有效的測量工具。
2. 其次，本研究結果支持策略性人才管理系統與組織績效之間的正向關係。結果顯示組織大力投資策略性人才管理系統的作為可以有效地提高組織績效。
3. 接續，本研究結果支持策略性人才管理系統與人才能力之間的正向關係，包括人才行為能力、知識能力、技能能力及工作型態能力。結果顯示組織大力投資策略性人才管理系統的作為可以提高組織內部人才的行為能力、知識能力、技能能力及工作類型能力。
4. 承上，本研究結果部分支持人才能力，包括人才行為能力、知識能力及工作型態能力與組織績效之間的正向關係。結果顯示組織致力於提升人才能力，包括人才行為能力、知識能力及工作類型能力，可以有效地提高組織績效。但技能能力與組織績效之間的正向關係未在本研究中獲得支持。
5. 最後，本研究結果支持部分人才能力在策略性人才管理系統與組織績效之間的中介效果。結果顯示人才行為能力與知識能力的中介效果被支持。然而人才技能能力與工作型態能力的中介效果未在本研究中被支持。但此一結果仍支持本研究對於人才能力為策略性人才管理系統及組織績效之間的重要運作機制假設。所有分析結果意涵及建議皆在文中有詳細討論。

Strategic human resource practices are suggested for its importance to help firms obtain substantive competitive advantage these years. However, workforce differentiation perspectives brought a new paradigm shift of strategic human resource management to have a narrow focus on strategic talent management. While a number of previous studies have suggested the importance of strategic talent management, few have given the clear definition, critical strategic talent management practices and provide empirical evidences. This study developed the strategic talent management practices and examined the influence of strategic talent management system on talents’ capabilities and firm performance. In addition, the mediation effects of talents’ capabilities are also be examined in this study. The data were collected from the 62 medium to large companies across industries in Taiwan. The study results summarize as follows.
1. Firstly, this study identified and developed the five subsystems of strategic job identification, competence training, performance evaluation, development, compensation and benefits with their related practices in strategic talent management system. The preliminary study results provide the reliability and validity evidences to support strategic talent management practices measurement scales as a stable and valid measurement tool.
2. Secondly, this study supported the positive relationship between strategic talent management system and firm performance. The results imply that the intensive use of strategic talent management system leads to positive firm performance.
3. Thirdly, this study supported the positive relationship between strategic talent management system and talents’ capabilities, including behavioral, knowledge, skills and work style capabilities. The results imply that organization can take advantage of investing strategic talent management system to develop the critical talents’ behavioral, knowledge, skills, and work style capabilities.
4. Fourthly, this study partially supported the positive relationship between talents’ capabilities and firm performance. The results imply that talents’ behavioral, knowledge, and work style capabilities have positive influence on firm performance. Organizations should develop talents’ behavioral, knowledge, and work style capabilities to achieve the organizational strategic goals and obtain the competitive advantage. However, the hypothesized relationship between talents’ skill capability and firm performance was not supported in this study.
5. Finally, this study partially supported the mediation effects of talents’ capabilities between the relationship of strategic talent management system and firm performance. The results imply that the mediation effects of talents’ behavioral and knowledge capabilities have significant influence on the relationship of strategic talent management system and firm performance while the mediation effects of talent’s skills and work style capabilities did not meet the significant level in this study. The results still partially supported the mechanism of talents’ capabilities working between strategic talent management system and firm performance. All results implications and suggestions are discussed in detail in the context.

Chapter 1 Introduction 1
1.1 Study background 1
1.2 The purpose of this study 6
Chapter 2 Literature Review 8
2.1 Talent management 8
2.2 Strategic talent management 11
2.2.1 Comparison between strategic human resource management and strategic talent management 13
2.2.2 Comparison between succession planning and strategic talent management 14
2.2.3 Comparison between leadership development and strategic talent management 15
2.3 Workforce differentiation perspectives 16
2.4 Systematic perspectives 18
2.5 Strategic talent management system 20
2.5.1 Objectives for strategic talent management system 21
2.5.2 Strategic talent management policies (Subsystems) 22
2.5.3 Strategic talent management subsystems and related practices 25
2.5.3.1 Strategic job identification 25
2.5.3.2 Competence training 26
2.5.3.3 Performance evaluation 28
2.5.3.4 Development 30
2.5.3.5 Compensation and benefits 31
2.6 Talent capability 32
2.7 Strategic talent management system and firm performance 35
2.8 Strategic talent management system and talents’ capabilities 37
2.9 Talents’ capabilities and firm performance 40
2.10 Mediation effect of talents’ capability 42
Chapter 3 Method 45
3.1 Strategic talent management system practices scale item development and refinement 45
3.2 Stage One: Preliminary Study 49
3.2.1 Scale item generation 49
3.2.1.1 Study I – HR professionals interview 49
3.2.1.2 Study II – Content validity I – expert validity 50
3.2.1.3 Study III – Content validity II 53
3.2.2 Scale item refinement 57
3.2.2.1 Study I – Construct validity I: Exploratory factor analysis, internal consistency 57
3.2.2.2 Study II –Construct validity II: Confirmatory factor analysis, convergent validity, and discriminant validity 60
3.3 Stage two: Data collection 69
3.4 Data Aggregation 72
3.5 Sample profile 72
3.6 Measures 75
Chapter 4 Analyses and Results 80
4.1 Descriptive analysis of variables 80
4.2 Relationship between strategic talent management system and firm performance 83
4.3 Relationship between strategic talent management system and talents’ capabilities 85
4.3.1 Relationship between strategic talent management system and talents’ behavioral capability 85
4.3.2 Relationship between strategic talent management system and talent’s knowledge capability 86
4.3.3 Relationship between strategic talent management system and Talents’ skills capability 87
4.3.4 Relationship between strategic talent management system and talents’ work style capability 88
4.4 Relationship between talents’ capabilities and firm performance 89
4.4.1 Relationship between talents’ behavioral capability and firm performance 90
4.4.2 Relationship between talents’ knowledge capability and firm performance 91
4.4.3 Relationship between talents’ skills capability and firm performance 92
4.4.4 Relationship between talents’ work style capability and firm performance 93
4.5 Mediation effect of talents’ capabilities 94
4.5.1 Mediation effect of talents’ behavioral capability 95
4.5.2 Mediation effect of talents’ knowledge capability 97
4.5.3 Mediation effect of talents’ skills capability 98
4.5.4 Mediation effect of talents’ work style capability 99
Chapter 5 Discussion and Conclusion 102
5.1 Discussion and implication 102
5.1.1 Strategic talent management practices 102
5.1.2 Strategic talent management system and firm performance 104
5.1.3 Strategic talent management system and talent capability 105
5.1.4 Talent capability and firm performance 106
5.1.5 Mediation effects of talent capability 107
5.2 Study contribution 109
5.2.1 Theoretical contribution 109
5.2.2 Empirical contribution 110
5.2.3 Sample contribution 111
5.2.4 Practical contribution 112
5.3 Limitation and suggestions 114
5.4 Conclusion 115
References 117
Appendix 1： Interview questions 141
Appendix 2： Expert validation questionnaire 142
Appendix 3: Strategic talent management practice items development 150
Appendix 4： Content validation questionnaire 153
Appendix 5： Construct validation questionnaire (EFA) 158
Appendix 6： Construct validation questionnaire (CFA) 161
Appendix 7: Measurement Items 164
Appendix 8： 正式施測問卷 (HR主管問卷) 168
Appendix 9： 正式施測問卷 (其他部門主管問卷) 171

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