在全球人才競爭加劇與企業永續發展意識提升的背景下，如何有效運用人力資源投入並提高留任率與組織績效，已成為企業管理的重要議題，過去研究多將員工薪酬與福利視為單純的人事成本或滿意度指標，較少從資源配置效率的角度，探討企業在相似投入條件下，為何於留任成效與財務表現上存在顯著差異，因此本研究嘗試從投入轉換效率的觀點出發，分析企業如何將人力資源投入轉化為實質經營成果與人才穩定性。
本研究以 2021 年至 2024 年間多次獲得 HR Asia「亞洲最佳企業雇主獎」之 22家台灣企業為研究對象，將各企業視為決策單位（Decision Making Unit, DMU），並採用動態資料包絡分析模型（Dynamic DEA）進行一階段效率評估，在投入變數方面，納入員工人數、員工薪資費用、員工福利費用與教育訓練時數；產出變數則包含每股盈餘（EPS）、本期淨利、員工留任率與員工健康及安全分數，以同時衡量財務與非財務績效表現。
實證結果顯示，整體樣本之平均效率值為0.5904，顯示企業在人力資源投入轉換為績效產出方面仍具明顯改善空間。在 22 家企業中，部分標竿企業於研究期間維持最佳效率，顯示其在人力資源配置與績效轉換上具有較佳管理能力，進一步依產業別分析發現，不同產業之效率表現存在顯著差異，其中科技與電子製造業整體效率表現相對較佳，而金融產業則相對較低，顯示產業特性與組織結構可能影響人力資源配置效率。
研究結果亦指出，僅提升員工留任率並不足以全面改善企業績效，企業仍需同時優化員工福利配置與教育訓練投入，以提升整體資源轉換效率，基於此，本研究建議企業應由傳統投入規模導向轉為效率導向之資源配置的模式，透過強化人力資本投資效益，提升留任成果與營運效率表現，以達成永續經營之目標。

This study explores how effectively firms convert human resource investments into employee retention and organizational performance amid intensifying global talent competition. While prior research often treats compensation and benefits as costs or satisfaction drivers, limited attention has been given to their efficiency in generating tangible outcomes.
Using Dynamic DEA, this study evaluates 22 Taiwanese companies that received the HR Asia Best Companies to Work for in Asia award between 2021 and 2024. Each firm is treated as a decision-making unit, with inputs including number of employees, salary expenditure, welfare expenditure, and training hours, and outputs including earnings per share, net income, retention rate, and employee health and safety scores.
The results show an average efficiency score of 0.5904, indicating significant room for improvement in transforming HR investments into desired outcomes. Benchmark firms demonstrate strong alignment between resource allocation, retention, and financial performance. Industry comparisons reveal that technology-oriented firms generally outperform others, while financial firms show relatively lower efficiency.
The findings suggest that improving retention alone is insufficient; firms must enhance the efficiency of HR resource allocation. This study underscores the importance of adopting an efficiency-oriented perspective to achieve sustainable organizational performance.

Aman-Ullah, A., Aziz, A., Ibrahim, H., Mehmood, W., & Aman-Ullah, A. (2023). The role of compensation in shaping employee's behaviour: a mediation study through job satisfaction during the Covid-19 pandemic. Rege-Revista De Gestao, 30(2), 221–236. https://doi.org/10.1108/rege-04-2021-0068
An, S. (2019). Employee Voluntary and Involuntary Turnover and Organizational Performance:Revisiting the Hypothesis from Classical Public Administration. International Public Management Journal, 22(3), 444-469.https://doi.org/10.1080/10967494.2018.1549629
Boudreaux, C. (2021). Employee compensation and new venture performance: does benefit type matter? Small Business Economics, 57(3), 1453–1477.https://doi.org/10.1007/s11187-020-00357-5
Boutmaghzoute, H., & Moustaghfir, K. (2021). Exploring the relationship between corporate social responsibility actions and employee retention: A human resource management perspective. Human Systems Management, 40(6), 789–801.https://doi.org/10.3233/hsm-211202
Brunt, C., Bowblis, J., & Applebaum, R. (2026). An Assessment of the Association Between Wages and Fringe Benefits on Nurse Aide Turnover in Nursing Homes. Health Services Research, 61(1), 1–9. https://doi.org/10.1111/1475-6773.70019
Charnes, A., Cooper, W. W., & Rhodes, E. (1978). Measuring the efficiency of decision making units.European journal of operational research, 2(6), 429–444.https://doi.org/10.1016/0377-2217(78)90138-8
Dahooie, J., Estiri, M., Zavadskas, E., & Xu, Z. (2022). A Novel Hybrid Fuzzy DEA-Fuzzy ARAS Method for Prioritizing High-Performance Innovation-Oriented Human Resource Practices in High Tech SME's. International Journal of Fuzzy Systems, 24(2), 883–908. https://doi.org/10.1007/s40815-021-01162-2
Farrell, M. J. (1957). The measurement of productive efficiency. Journal of the Royal Statistical Society: Series A (General), 120(3), 253–281.https://doi.org/10.2307/2343100
Fletcher, L., Alfes, K., & Robinson, D. (2018). The relationship between perceived training anddevelopment and employee retention: the mediating role of work attitudes.International Journal of Human Resource Management, 29(18), 2701–2728.https://doi.org/10.1080/09585192.2016.1262888
Gao, B., & Zhang, X. (2022). Analysis of an Enterprise Human Resource Management Performance Evaluation Model Based on the DEA Method. Journal of Sensors, 2022, 11, Article 4203768. https://doi.org/10.1155/2022/4203768
Gong, Q., Zhang, H., & Zhou, L. (2026). Retention Effects of Employee Stock Options: Evidence from Bunching at Vesting Dates. Economic Development and Cultural Change, 74(3),777–816. https://doi.org/10.1086/737154
Hassan, M., & Alam, M. (2025). HRM initiatives against the catastrophe of turnover losses of Generation Y at private businesses of 21st century. Rajagiri Management Journal,19(3), 208–222. https://doi.org/10.1108/ramj-10-2023-0290
He, M., Cheng, P., Liu, Y., Zhang, Z., Yang, Y., Ho, K., & Li, Y. (2026). Construction and Efficiency Estimation of a Nursing Human Resource Evaluation System in Integrated Medical-Nursing Elderly Care Institutions Using Data Envelopment Analysis. Journal of Nursing Management, 2026(1), 17, Article 6626385.https://doi.org/10.1155/jonm/6626385
Ho, J., Lee, L., & Wu, A. (2009). How Changes in Compensation Plans Affect Employee Performance, Recruitment, and Retention: An Empirical Study of a Car Dealership.Contemporary Accounting Research, 26(1), 167–+.https://doi.org/10.1506/car.26.1.6
Hu, J.-L., & Wang, S.-C. (2006). Total-factor energy efficiency of regions in China. Energy policy,34(17), 3206–3217. https://doi.org/10.1016/j.enpol.2005.06.015
Jaworski, C., Ravichandran, S., Karpinski, A., & Singh, S. (2018). The effects of training satisfaction, employee benefits, and incentives on part-time employees' commitment.International Journal of Hospitality Management, 74, 1–12.https://doi.org/10.1016/j.ijhm.2018.02.011
Jolly, P., McDowell, C., Dawson, M., & Abbott, J. (2021). Pay and benefit satisfaction, perceived organizational support, and turnover intentions: The moderating role of job variety.International Journal of Hospitality Management, 95, 5, Article 102921.https://doi.org/10.1016/j.ijhm.2021.102921
Jun, M., & Eckardt, R. (2025). Training and employee turnover: A social exchange perspective. Brq-Business Research Quarterly, 28(1), 304–323.https://doi.org/10.1177/23409444231184482
Labro, E., & Omartian, J. (2025). Managing Employee Retention Concerns: Evidence from US Census Data. Accounting Review, 100(1), 353–379. https://doi.org/10.2308/tar-2021-0363
Lee, C., Hsu, M., & Lien, N. (2006). The impacts of benefit plans on employee turnover: a firm-level analysis approach on Taiwanese manufacturing industry. International Journal of Human Resource Management, 17(11), 1951–1975.https://doi.org/10.1080/09585190601000154
Lin, T., Hung, P., Chiu, Y., Liao, S., & Liu, C. (2026). IC INDUSTRY OPERATION AND ESG PERFORMANCE - TAKING TAIWAN'S SEMICONDUCTOR INDUSTRY AS AN EXAMPLE. Singapore Economic Review.https://doi.org/10.1142/s0217590826500104
Lou, S., Yang, Y., & Tseng, C. (2021). Data envelopment analysis based assessment of human resource management strategy in the banking industry: A case study of a well-known Taiwanese Bank. Managerial and Decision Economics, 42(5), 1172–1182.https://doi.org/10.1002/mde.3299
Mura, L., Gontkovicova, B., Duľová Spišáková, E., & Hajduova, Z. (2019). Position of Employee Benefits in Remuneration Structure. Transformations in Business and Economics, 18,156–173.
Peemanee, J., Weerarathna, R., Issarapaibool, A., Boonlua, S., & Rathnayake, N. (2026). Beyond compensation: effect of employee benefits on job motivation, performance, and turnover intention. Cogent Business & Management, 13(1), 18, Article 2607764.https://doi.org/10.1080/23311975.2025.2607764
Portela, M. S., Thanassoulis, E., & Simpson, G. (2004). Negative data in DEA: A directional distance approach applied to bank branches. Journal of the operational research society,55(10),1111-1121.https://doi.org/10.1057/palgrave.jors.2601768
Ramanan, H., Kalarchian, M., Pezzone, A., Rhoads, C., & Linkov, F. (2026). Enhancing employee retention in nursing homes through non-monetary incentives: Insights from focus groups. Geriatric Nursing, 70, 6, Article 103983.https://doi.org/10.1016/j.gerinurse.2026.103983
Sakar, C., & Bozat, S. (2024). Efficient Human Resource Allocation in Projects Using Centralized Data Envelopment Analysis. Engineering Management Journal, 36(4), 436–450.https://doi.org/10.1080/10429247.2023.2297487
Samasonok, K. (2024). EMPLOYEE TURNOVER: CAUSES AND RETENTION STRATEGIES. Entrepreneurship and Sustainability Issues, 11(3), 134–148.https://doi.org/10.9770/jesi.2024.11.3(9)
Sun, Z., & Wu, M. (2025). The Impact of Mobile-Based Music Education on Employee Well-Being and Digital Economic Benefits in Biotechnology Firms. Journal of Cases on Information Technology, 27(1), 16, Article 371407.https://doi.org/10.4018/jcit.371407
Tseng, Y., & Lee, T. (2009). Comparing appropriate decision support of human resource practices on organizational performance with DEA/AHP model. Expert Systems with Applications, 36(3), 6548–6558. https://doi.org/10.1016/j.eswa.2008.07.066
Vilakazi, P., Ukpere, W., & Saurombe, M. (2026). Perceptions of how decent work affects employee retention in a South African financial services institution. Frontiers in Sociology, 11,15, Article 1744379. https://doi.org/10.3389/fsoc.2026.1744379
Whitt, W. (2006). The impact of increased employee retention on performance in a customer contact center. M&Som-Manufacturing & Service Operations Management, 8(3), 235–252.https://doi.org/10.1287/msom.1060.0106
Wei, X., Iqbal, Q., & Bai, S. (2022). Factors Affecting Employee's Retention: Integration of Situationa Leadership With Social Exchange Theory. Frontiers in Psychology, 13, 13,Article 872105. https://doi.org/10.3389/fpsyg.2022.872105
Xie, T., Li, Y., Chiu, Y., & Ao, S. (2025). Comparative study of enterprise efficiency and environmental, social and governance performance before and after COVID-19 epidemic-A study of China's A-share listed Fintech companies. Sustainable Development, 33(1), 1491–1525. https://doi.org/10.1002/sd.3187
Yang, J., Wan, C., & Fu, Y. (2012). Qualitative examination of employee turnover and retention strategies in international tourist hotels in Taiwan. International Journal of Hospitality Management, 31(3), 837–848. https://doi.org/10.1016/j.ijhm.2011.10.001
Yazdi, M., Mozaffari, M., Nazari-Shirkouhi, S., & Asadzadeh, S. (2018). Integrated Fuzzy DEA-ANFIS to Measure the Success Effect of Human Resource Spirituality. Cybernetics and Systems, 49(3), 151–169. https://doi.org/10.1080/01969722.2018.1448221