隨著時代的變遷，員工是否繼續留任當前職位的關鍵，不再只侷限於傳統的薪資多寡，員工開始追求心理層面的滿足，不僅期望能在組織內接受訓練並持續成長外，與同事間積極正向的交流環境也越顯重要。組織如果能提供足夠資源與支持，提升員工能力與認同，員工的留任態度與績效也會隨之提升。本研究期望探討任職於台灣科技業之員工對於訓練成效的感受程度，了解此人力資源政策是否真能提升員工對組織的投入－留任意願，並將知覺主管支持與員工敬業度之間的關係作為調節變項，藉此探討影響科技業員工工作態度和成效的因素與過程。本研究透過問卷調查的方式，從任職台南科學園區內之科技企業在職員工蒐集問卷，共計收回 259 份有效問卷，分析結果支持所有研究假設，且與過去文獻推論相符，訓練成效與留任意願具有正向顯著的關係，知覺主管支持在訓練成效與留任意願之間具有正向強化的調節效果；而員工敬業度在訓練成效與留任意願之間也具有正向強化的調節效果。依據研究結果，將於結論章節探討理論意涵與實務意涵，並藉以提供實務上之人力資源管理建議。

As times change, the key that influences employees to stay in their current positions is no longer limited to traditional salary considerations. Employees are beginning to pursue psychological fulfillment, not only expecting to receive training and continue to grow within the organization, but also valuing a positive and proactive communication environment with colleagues. If organizations can provide sufficient resources and support to enhance employee capabilities and identification, employee retention and working performance will also improve accordingly. This study aims to explore the perception of training effectiveness among employees in the Taiwanese technology industry, and also to understand whether this human resource policy can indeed enhance employee commitment and intentions to stay towards the organization. Additionally, the relationship between perceived supervisory support and employee engagement will be examined as moderators, to explore the factors and processes influencing the attitudes and performance of employees in the technology industry. Results are based on the samples of 259 employees of high-technology companies within the Tainan Science Park. The analysis results support all the research hypotheses and are consistent with past literature inferences: training effectiveness was positively and significantly related to intention to stay, and perceived supervisory support is a moderator between training effectiveness and intention to stay. Furthermore, employee engagement also is a moderator between training effectiveness and intention to stay. Based on the research results, the theoretical and practical implications will be discussed in the conclusion and provide practical human resource management recommendations in the future.

文國丞(2023)。人格特質、學習風格與教育訓練成效及工作滿意度關聯之研究-以中彰地區技專院校機械群產學專班學生為例(碩士論文)。國立彰化師範大學，彰化縣。
王郁維(2023)。企業實習生之知覺屈就、工作滿意、敬業貢獻與留任意願之關聯性研究－以中部觀光旅館業為例(碩士論文)國立彰化師範大學，彰化縣。
王茹薏(2018)。教育訓練成效、個人環境適配與工作績效關係之研究－以通過人才發展品質管理系統(TTQS)之企業為例(碩士論文)國立高雄師範大學，高雄市。
古芷瑄(2022)。探討員工體驗、員工敬業度、留任意願與組織認同之間的關係：以科技業員工為研究對象(碩士論文)國立成功大學，台南市。
吳秀晏(2021)。自我效能、教育訓練成效與工作績效 之關聯性研究:以 K 銀行為例(碩士論文)國立高雄科技大學，高雄市。
吳庭芸(2023)。員工體驗、敬業度與留任意願關係—以 L 電腦連鎖補習班為例(碩士論文)國立臺北科技大學，台北市。
李元墩、鐘志明、林育理(2000)。台灣企業員工組織承諾衡量模式建構之研究。成功大學學報，35，133-157。
李姿寬(2016)。組織承諾與工作敬業心對留任意願影響之研究(碩士論文)東吳大學，台北市。
李柏宏(2019)。壽險業務人員教育訓練成效與業務績效-以 M 壽險公司為例(碩士論文)朝陽科技大學，台中市。
林永儒(2022)。微學習的訓練成效與留任意願關係：以心理資本為中介變項(碩士論文)國立臺灣師範大學，台北市。
林欣吾(2019)。臺灣如何掌握產業數位轉型趨勢下的創新創業機會。台灣經濟論衡，17(2)，43-53。
林淑燕(2022)。尚嚴領導、員工體驗與工作敬業心、留任意願關係之研究(碩士論文)國立高雄科技大學，高雄市。
林曉嬋(2019)。新興科技對未來勞動市場的挑戰與因應。人力規劃及發展研究報告，19，1-40。
林麗娥(2021)。國立臺灣大學應用力學研究所李世光特聘教授－「加速數位轉型、建立新型態商業模式」－後疫時代臺灣產業創新的重要關鍵。科儀新知(227)，4-7。
柯伊珊(2020)。探討高績效工作系統、知覺主管支持、內在動機與員工敬業度之間的關係：以臺灣銀行業之一線服務從業人員為研究對象(碩士論文)國立成功大學，台南市。
范姜皓(2023)。六標準差之教育訓練成效評估：以 C 公司為例(碩士論文)國立中央大學，桃園縣。
國家發展委員會(2023a)。112-114 年重點產業人才供需調查及推估。檢自https://ws.ndc.gov.tw/Download.ashx?u=LzAwMS9hZG1pbmlzdHJhdG9yLzE4L3JlbGZpbGUvNjAzNy85NzI0LzY3YzNiNmNkLTYwY2UtNDc2YS05ZmIxLTI2ODQwODk1NjdjOC5wZGY%3d&n=MTEyLTExNOW5tOmHjem7nueUoualreS6uuaJjeS%2bm%2bmcgOiqv%2bafpeWPiuaOqOS8sCgxMTHlubTovqbnkIbmiJDmnpzlvZnmlbTloLHlkYopLnBkZg%3d%3d&icon=..pdf
國家發展委員會(2023b)。亞洲・矽谷 2.0 推動進度。檢自https://ws.ndc.gov.tw/Download.ashx?u=LzAwMS9hZG1pbmlzdHJhdG9yLzEwL3JlbGZpbGUvMC8xMTc3NC84NzM1NmUwOC03Mzg1LTRhZjEtYmUzNS1mZjMyOTZlMmQ0YjIucGRm&n=5Lqe5rSy44O755%2B96LC36KiI55Wr6YCy5bqm5Y%2BK5oiQ5p6cLnBkZg%3D%3D&icon=.pdf
曹沛妤(2022)。新進員工教育訓練成效的探討：以某外商公司為例(碩士論文)國立政治大學，台北市。
許蔓莉(2022)。員工參與對敬業度的影響— 以訓練與發展、升遷發展為序列中介變項(碩士論文)國立中央大學，桃園縣。
郭迦約(2020)。工作能力、教育訓練成效對工作滿意及留職意願關係之研究-以台中、彰化機械產業勞工為例(碩士論文)國立彰化師範大學，彰化縣。
陳思蓓、林弘昌(2022)。X 世代和 Y 世代人力資源人員工作價值觀之差異研究。科技與人力教育季刊，8(4)，1-21。
陳銘薰、王瀅婷(2006)。「訓練投入、訓練實施程序、訓練成效」評估模式之探討。人力資源管理學報，6(1)，75-99。
陸鴻偉(2021)。人工智慧發展對就業之影響與因應。經濟研究年刊，21，1-56。
曾煇方(2023)。探討心理契約、知覺主管支持、主管與部屬交換關係與留任意願之間的關係：以台南科學園區科技業員工為研究對象(碩士論文)國立成功大學，台南市。
黃勁凱(2023)。雇主品牌知覺、工作敬業心與留任意願三者間之關聯性(碩士論文)國立高雄科技大學，高雄市。
黃婕安(2014)。炫耀性消費與消費者分群研究(碩士論文)國立成功大學，台南市。
經濟部統計處(2022)。111 年經濟統計年報。檢自https://www.moea.gov.tw/Mns/dos/content/ContentLink.aspx?menu_id=9432
劉光哲、吳慧娜(2022)。半導體產業就業市場情勢暨標竿企業人力資源管理實務研究。 勞動及職業安全衛生研究季刊，30(4)，81-88。
蔡叔倩(2009)。情緒智商、性別歧視、變革領導及 LMX 對女性領導效能之影響(碩士論文)國立成功大學，台南市。
蔡孟耿(2016)。新進人員教育訓練成效與工作敬業對工作績效影響之檢視(碩士論文)國立交通大學，新竹市。
謝中興(2020)。代工廠商的創新升級與產業動態。經濟論文叢刊，48(2)，269-299。

英文文獻
Abdul Latif, F., Saraih, U. N., & Harada. (2020). Talent Management and Turnover Intention: The Moderating Effect of Employee Engagement.
Alamati, S. (2013). Evaluating the effectiveness of training programs: A case study of govah company employees in Iran. Life Science Journal, 10, 642-647.
Alfes, K., Bailey, C., Soane, E., Rees, C., & Gatenby, M. (2010). Creating an Engaged Workforce (CIPD Research Report).
Ali, M., Lodhi, S. A., Raza, B., & Ali, W. (2018). Examining the impact of managerial coaching on employee job performance: Mediating role of work engagement, leader-member-exchange quality, job satisfaction, and turnover intentions. Pakistan journal of commerce and social sciences, 12(1), 253-282.
Amabile, T. M., Schatzel, E. A., Moneta, G. B., & Kramer, S. J. (2004). Leader behaviors and the work environment for creativity: Perceived leader support. Leadership Quarterly, 15(1), 5-32.
Antony, M. R. (2018). PARADIGM SHIFT IN EMPLOYEE ENGAGEMENT – A CRITICAL ANALYSIS ON THE DRIVERS OF EMPLOYEE ENGAGEMENT. International Journal of Information, Business and Management, 10(2), 32-46.
Ayu Putu Widani Sugianingrat, I., Rini Widyawati, S., Alexandra de Jesus da Costa, C., Ximenes, M., Dos Reis Piedade, S., & Gede Sarmawa, W. (2019). The employee engagement and OCB as mediating on employee performance. International Journal of Productivity and Performance Management, 68(2), 319-339.
Bailey, C., Madden, A., Alfes, K., & Fletcher, L. (2017). The Meaning, Antecedents and Outcomes of Employee Engagement: A Narrative Synthesis. International Journal of Management Reviews, 19(1), 31-53.
BALDWIN, T. T., & FORD, J. K. (1988). TRANSFER OF TRAINING: A REVIEW AND DIRECTIONS FOR FUTURE RESEARCH. Personnel Psychology, 41(1), 63-105.
Bibi, P., Ahmad, A., & Majid, A. H. A. (2018). The impact of training and development and supervisor support on employees retention in academic institutions: The moderating role of work environment [Journal Article]. Gadjah Mada International Journal of Business, 20(1), 113-131.
Borate, N., Gopalkrishna, D., Prasad H C, S., & Borate, S. (2014). A Case Study Approach for Evaluation of Employee Training Effectiveness and Development Program. The International Journal Of Business & Management, 02, 201-210.
Chauhan, R., Ghosh, P., Rai, A., & Kapoor, S. (2017). Improving transfer of training with transfer design. Journal of Workplace Learning, 29(4), 268-285.
Chew, J., & Entrekin, L. (2011). Retention Management Of Critical (Core) Employees A Challenging Issue Confronting Organisations In The 21st Century. International Business & Economics Research Journal (IBER), 3.
Cho, S., Johanson, M. M., & Guchait, P. (2009). Employees intent to leave: A comparison of determinants of intent to leave versus intent to stay. International Journal of Hospitality Management, 28(3), 374-381.
Cooper, B., Wang, J., Bartram, T., & Cooke, F. L. (2019). Well-being-oriented human resource management practices and employee performance in the Chinese banking sector: The role of social climate and resilience. Human Resource Management,58(1), 85-97.
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874-900.
Eisenberger, R., Stinglhamer, F., Vandenberghe, C., Sucharski, I. L., Rhoades, L., & Stinglhamber, F. (2002). Perceived supervisor support: contributions to perceived organizational support and employee retention [journal article]. Journal of Applied Psychology, 87(3), 565-573.
El-Said, O. A., Al Hajri, B., & Smith, M. (2020). An empirical examination of the antecedents of training transfer in hotels: the moderating role of supervisor support. International Journal of Contemporary Hospitality Management, 32(11), 3391-3417.
Elsafty, A., & Oraby, M. (2022). The Impact of Training on Employee Retention: An Empirical Research on the Private Sector in Egypt. International Journal of Business and Management, 17, 58-74.
Enwereuzor, I. K., & Ugwu, L. E. (2021). Clarifying the interface between respectful leadership and intention to stay. Journal of Health Organization and Management, 35(4), 443-457.
Fleishman, E. A. (1953). The Description of Supervisory Behavior. Journal of Applied Psychology, 37(1), 1-6.
Frear, K. A., Donsbach, J., Theilgard, N., & Shanock, L. R. (2018). Supported Supervisors Are More Supportive, but Why? A Multilevel Study of Mechanisms and Outcomes. Journal of Business and Psychology, 33(1), 55-69.
Graen, G. B., & Uhlbien, M. (1995). RELATIONSHIP-BASED APPROACH TO LEADERSHIP - DEVELOPMENT OF LEADER-MEMBER EXCHANGE (LMX) THEORY OF LEADERSHIP OVER 25 YEARS - APPLYING A MULTILEVEL MULTIDOMAIN PERSPECTIVE. Leadership Quarterly, 6(2), 219-247.
Gruman, J. A., & Saks, A. M. (2011). Performance management and employee engagement. Human Resource Management Review, 21(2), 123-136.
Gupta, M., & Shaheen, M. (2017). Impact of work engagement on turnover intention: moderation by psychological capital in India. Verslas: teorija ir praktika, 18(1), 136-143.
Haas, M. R. (2006). Acquiring and Applying Knowledge in Transnational Teams: The Roles of Cosmopolitans and Locals. Organization Science, 17(3), 367-384.
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: a meta-analysis. Journal of Applied Psychology, 87(2), 268-279.
Heriyati, P., & Ramadhan, A. S. (2012). The influence of employee satisfaction in supporting employee work performance and retention moderated by the employee engagement factor of an institution. International Journal of Economics and Management, 6(1), 191-200.
Hsieh, C.-C., & Wang, D.-S. (2015). Does supervisor-perceived authentic leadership influence employee work engagement through employee-perceived authentic leadership and employee trust? The International Journal of Human Resource Management, 26(18), 2329-2348.
Jehanzeb, K., & Bashir, N. A. (2013). Training and development program and its benefits to employee and organization: A conceptual study. European Journal of business and management, 5(2).
Jiang, K., Takeuchi, R., & Lepak, D. P. (2013). Where do We Go From Here? New Perspectives on the Black Box in Strategic Human Resource Management Research. Journal of Management Studies, 50(8), 1448-1480.
Johanim, J., Fee Yean, T., Adnan, Z., Yahya, K., Yahya, D., & Nassruddin, M. (2012). Promoting Employee Intention to Stay: Do Human Resource Management Practices Matter? International Journal of Economics and Management, 6, 396-416.
Khan, R. A. G., Khan, F. A., & Khan, M. A. (2011). Impact of training and development on organizational performance. Global journal of management and business research, 11(7), 63-68.
Kim, J., & Gatling, A. (2018). The impact of using a virtual employee engagement platform (VEEP) on employee engagement and intention to stay. International Journal of Contemporary Hospitality Management, 30(1), 242-259.
Kottke, J. L., & Sharafinski, C. E. (1988). Measuring Perceived Supervisory and Organizational Support. Educational and Psychological Measurement, 48(4), 1075-1079.
Kuron, L. K., Lyons, S. T., Schweitzer, L., & Ng, E. S. (2015). Millennials’ work values: Differences across the school to work transition. Personnel Review, 44(6), 991-1009.
Levinson, H. (1965). Reciprocation: The Relationship between Man and Organization [Article]. Administrative Science Quarterly, 9(4), 370-390.
Malatesta, R. M. (1995). Understanding the dynamics of organizational and supervisory commitment using a social exchange framework (Publication Number 9613497) [Ph.D., Wayne State University]. ProQuest Dissertations & Theses A&I. United States -- Michigan.
Moncarz, E., Zhao, J., & Kay, C. (2009). An exploratory study of US lodging properties' organizational practices on employee turnover and retention. International Journal of Contemporary Hospitality Management, 21(4), 437-458.
Motyka, B. (2018). Employee engagement and performance: a systematic literature review. International Journal of Management and Economics, 54(3), 227-244.
Munc, A., Eschleman, K., & Donnelly, J. (2017). The importance of provision and utilization of supervisor support. Stress and Health, 33(4), 348-357.
Naim, M. F., & Lenkla, U. (2016). Knowledge sharing as an intervention for Gen Y employees’ intention to stay. Industrial and Commercial Training, 48(3), 142-148.
Nargotra, M., & Sarangal, R. K. (2023). Perceived Organizational Support and Intention to Stay: The Mediating Effect of Employee Engagement. Fiib Business Review, 12(3), 317-327.
Nawaz, M. S., Hassan, M., Hassan, S., Shaukat, S., & Asadullah, M. A. (2014). Impact of employee training and empowerment on employee creativity through employee engagement: Empirical evidence from the manufacturing sector of Pakistan. Middle-east journal of scientific research, 19(4), 593-601.
Nguyen, H. M., & Nguyen, L. V. (2022). Employer attractiveness, employee engagement and employee performance. International Journal of Productivity and Performance Management.
Nijman, D. J. J. M., Nijhof, W. J., Wognum, A. A. M., & Veldkamp, B. P. (2006). Exploring differential effects of supervisor support on transfer of training. Journal of European Industrial Training, 30(7), 529-549.
Oldham, G. R., & Cummings, A. (1996). Employee Creativity: Personal and Contextual Factors at Work. The Academy of Management Journal, 39(3), 607-634.
Porter, M. E. (1985). Competitive advantage : creating and sustaining superior performance / Michael E. Porter. Free Press.
Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: a review of the literature [journal article]. Journal of Applied Psychology, 87(4), 698-714.
Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The Measurement of Work Engagement With a Short Questionnaire: A Cross-National Study. Educational and Psychological Measurement, 66(4), 701-716.
Schaufeli, W. B., Salanova, M., González-romá, V., & Bakker, A. B. (2002). The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach. Journal of Happiness Studies, 3(1), 71-92.
Sendawula, K., Kimuli, S. N., Bananuka, J., & Muganga, G. N. (2018). Training, employee engagement and employee performance: Evidence from Uganda's health sector. Cogent Business & Management, 5(1), Article 1470891.
Sepahvand, R., & Khodashahri, R. B. (2021). Strategic Human Resource Management Practices and Employee Retention: A Study of the Moderating Role of Job Engagement. Iranian journal of management studies, 14(2), 437-468.
Steil, A. V., de Cuffa, D., Iwaya, G. H., & Pacheco, R. C. d. S. (2020). Perceived learning opportunities, behavioral intentions and employee retention in technology organizations. Journal of Workplace Learning, 32(2), 147-159.
TETT, R. P., & MEYER, J. P. (1993). JOB SATISFACTION, ORGANIZATIONAL COMMITMENT, TURNOVER INTENTION, AND TURNOVER: PATH ANALYSES BASED ON META-ANALYTIC FINDINGS. Personnel Psychology, 46(2), 259-293.
Tracey, J. B., Tannenbaum, S. I., & Kavanagh, M. J. (1995). APPLYING TRAINED SKILLS ON THE JOB - THE IMPORTANCE OF THE WORK-ENVIRONMENT. Journal of Applied Psychology, 80(2), 239-252.
van Dam, K., van der Heijden, B., & Schyns, B. (2006). Employability en individuele ontwikkeling op het werk = Employability and employee development at work. Gedrag & Organisatie - GEDRAG ORGAN, 53-68.
Wexley, K. N., & Latham, G. P. (1991). Developing and Training Human Resources in Organizations.
Woznyj, H. M., Dunn, A. M., Shanock, L. R., Heggestad, E. D., Ordóñez, Z., & Uhrich, B. (2017). How Far Can Support Go? Supported Supervisors' Performance and Subordinate Dedication. Journal of Business and Psychology, 32(6), 627-639.
Xu, Z., Elomri, A., Kerbache, L., & El Omri, A. (2020). Impacts of COVID-19 on global supply chains: Facts and perspectives. IEEE Engineering Management Review, 48(3), 153-166.