雇主品牌、人才吸引力對員工離職傾向影響之研究-以工作績效為中介變項

「雇主品牌」是企業藉由建立人力資源制度和塑造組織文化來創造內部環境和員工關係，讓人力資源管理具有差異，這樣的作法最終目的是吸引求職者並且留住現職員工；Ambler and Barrow (1996)認為心理性利益、功能性、經濟性的總和是雇用關係所提供的；Lloyd (2002)則將雇主品牌定義為：如企業形象一般於在職員工及預期員工心中為「理想工作之處」；依據；Schneider(1987)之觀點，人才吸引力為：雇主品牌成功，使外部形象、產品與服務對現職員工或潛在求職者形成正向形象且獨具特性；Organ and Ryan(1995)提出工作價值觀與員工工作績效及工作努力有關之觀點，故本研究以人力資源管理角度全面地探討雇主品牌、人才吸引力對員工離職傾向影響及對工作績效之影響的中介效果。本研究採用便利抽樣及滾雪球抽樣方式進行，研究對象為企業在職員工，電子問卷有效樣本為315份，研究方法係採用敘述性分析、信度分析、變異數分析、迴歸分析、層級迴歸分析、相關性分析及因素分析。本研究根據研究假設架構，經由分析得知以下結果： 1.假設一獲得支持：雇主品牌對員工工作績效有顯著正向影響。 2.假設二獲得支持：人才吸引力對員工工作績效有顯著正向影響。 3.假設三獲得支持：雇主品牌對員工離職傾向有顯著負向影響。 4.假設四獲得支持：人才吸引力對員工離職傾向有顯著負向影響。 5.假設五未獲得支持：工作績效在雇主品牌對員工離職傾向之影響上無顯著中介效果。 6.假設六未獲得支持：工作績效在人才吸引對員工離職傾向之影響上無顯著中介效果。 7.假設七獲得部份支持：不同人口統計變項在雇主品牌、人才吸引力、離職傾向及工作績效有顯著差異。依據研究結果，建議企業致力強化雇主品牌並擬定人才吸引力策略，透過雇主品牌對員工的工作成果產生正面效果，降低離職傾向、提升員工對於組織的認同度並有效吸引潛在優秀員工青睞，提高組織競爭力、創造競爭優勢、增進整體價值。

關鍵字

雇主品牌；人才吸引力；離職傾向；工作績效

並列摘要

"Employer brand" refers to the company's establishment of human resources system and organizational culture to generate internal environment and employee relations, so that there are differences in human resources management. The ultimate goal of this approach is to attract job seekers and retain current employees. Ambler and Barrow (1996) pointed out that the sum of psychological benefits, functionality, and economics can be provided by the employment relationship; Lloyd (2002) defines "employer brand" as: an "ideal place to work" in the minds of current employees and prospective employees like a corporate image; According to Schneider (1987), the attractiveness of talents is due to: the success of the employer brand further makes the external image, products and services have a positive effect and unique characteristics for current employees or potential job seekers; Organ and Ryan (1995) expressed the view that work values are related to employees' work performance and work effort. Therefore, this study explores the intermediary effects of "employer brand" and attractiveness of talents on employee turnover tendency and job performance from the perspective of human resource management. Convenience sampling and snowball sampling are adopted as research methods. The research object includes working employees of the enterprise, and received a total of 315 valid samples of electronic questionnaires. The research method used narrative analysis, reliability analysis, variance analysis, regression analysis, hierarchical regression analysis, correlation analysis and factor analysis. According to the structure of the research hypothesis, the following results of this research can be inferred after further analysis: 1. Hypothesis 1 is supported: Employer brand has a significant positive impact on employee performance. 2. Hypothesis 2 is supported: attractiveness of talents has a significant positive impact on employee performance. 3. Hypothesis 3 is supported: Employer brand has a significant negative impact on employee turnover tendency. 4. Hypothesis 4 is supported: attractiveness of talents has a significant negative impact on employee turnover tendency. 5. Hypothesis 5 is not supported: work performance has no significant intermediary effect on the effect of employer brand on employee turnover tendency. 6. Hypothesis 6 is not supported: work performance has no significant intermediary effect on the impact of attractiveness of talents on employee turnover intentions. 7. Hypothesis 7 received partial support: Different demographic variables have significant differences in employer brand, attractiveness of talents, turnover tendency and job performance. Based on the results, this study further suggests that companies should focus on strengthening employer brands and further formulating strategies related to attractiveness of talents. Enterprises should have a positive effect on employees' work results through the employer brand, meanwhile reduce the turnover tendency, enhance employees' recognition of the organization and effectively attract the desire of potential outstanding employees to come to work, thereby improving organizational competitiveness, creating competitive advantages, and ultimately enhancing overall value.