由於人才戰爭(war of talent)，表徵企業對受雇者價值主張的雇主品牌(employer brand)變得重要。雇主品牌被定義為「一種雇用企業所認可的聘僱關係，其提供功能性、經濟性和心理性利益的組合。」根據此定義，雇主品牌可被視為具有多構面的概念。許多文獻試圖探討如何透過管理雇主品牌，進而去吸引、留任潛在受雇者和已受雇者，甚至提升員工工作投入。然而，以往研究較少使用具系統性的方法探討雇主品牌的影響。即是，許多文獻未使用完善發展的雇主品牌測量工具，其雇主品牌構面皆以主觀挑揀。
鑑於此，本研究採用近期並經過CFA檢驗所發展的雇主品牌量表，並將量表納入本研究的模型中。此外，本研究聚焦在與員工內部動機相關的雇主品牌構面，試圖探討員工對雇主品牌的評估，是否與主管信任、組織信任及組織認同有正向關係，並且進而影響員工工作投入。
本研究透過網路進行調查，並使用線上問卷平台SurveyCake完成問卷收集。填答者皆有工作經驗。本研究最終使用388份有效問卷進行SEM分析，其結果提供若干研究發現。首先，部分雇主品牌構面會透過員工對組織的信任以及認同的路徑，影響員工之工作投入。再者，員工將訓練與發展視為工作導向和自我成就的活動，是故組織提供訓練與發展不會增加員工對主管及組織的信任。第三，員工認為工作投入與組織較為相關，意味員工了解工作投入的產出最終仍是貢獻予組織，故對主管的信任不會影響其對工作的投入程度。最後，本研究提供若干管理意涵與建議，期望對管理層面及相關研究領域有一定貢獻。

The term employer brand (EB), which features a firm’s value proposition to the employees, has become salient due to the ‘war of talent’. Employer brand was defined as a set of tangible and intangible employment offerings provided by employing organizations to attract, retain and even motivate potential and current employees. According to this definition, it is suggested that employer brand is a multi-facet concept. Many studies have addressed how to manage it in order to attract and retain potential and existing employees, and even to enhance employees’ engagement. However, previous researches rarely investigated the effect of employer branding in a systematic approach. That is, many previous studies did not adopted well developed employer branding measurement to explore the effects of different facets; rather, factors of employer branding were subjectively selected.
In view of this, present research proposed a model that adopted an up to date employer brand measurement which has been tested by CFA, and focused on the dimensions of employer brand which are more related to inner motivation, to discuss whether the assessments of employees on employer branding are positively related to their trust in supervisors and organizations, and organizational identification, which further enhance work engagement.
The survey was completed on the internet by using SurveyCake, an online survey platform. The respondents were required to have working experience, and 388 valid questionnaires were applied to conduct SEM in present study. The results indicate several findings. Firstly, some employer branding dimensions will affect work engagement through affecting employees’ trust in organizations and organizational identification. Secondly, employees view training and development as work oriented and self-achievement activities, owing to which training and development do not affect their trust in supervisors and organizations. Thirdly, employees considered work engagement as organization related. This indicates that employees realize that their efforts come from engagement ultimately contribute to their organizations. Thus, supervisor trust does not affect their engagement toward their organization. Lastly, present research provided several managerial implications and suggestions, hoping to contribute to managements and related research domains.

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