近年來，企業面臨科技快速發展及全球化之競爭，確保競爭優勢已成為企業永續經營的重要課題，其中人力資本是企業重要的競爭優勢之一，鑑此，企業透過人力資源功能活動，如訓練與發展，以提升企業人力資本，進而將人才的留任與提升工作績效，以提升企業人力資本，以確保競爭優勢，進而達成組織策略。
本研究希望瞭解企業實施策略性人力資源訓練與發展體系對人才留任與工作績效間之關聯，並進一步探討敬業貢獻(Work Engagement)及組織承諾對於策略性人力資源訓練與發展體系在員工的留任意願及工作績效的中介效果。
本研究以天下雜誌一千大製造業及服務業企業為樣本，以立意抽樣(Purposive Sampling) 法取得樣本，填答對象為企業內部門主管及員工，問卷以郵寄方式進行收發。問卷共分為A(主管)、B(員工)兩式問卷，共寄出52家樣本企業，共90組(每組A一份、B五份)問卷，回收45家樣本企業，A、B問卷分別回收76份及378份，有效問卷A、B問卷各為76份及376份，有效問卷率為A、B問卷分別為84.4%與83.6%。本研究主要使用結構方程模式來進行檢驗整體模型的配適度，並進行研究假說之驗證。
經由實證分析，本研究結果如下，一、企業實施策略性人力資源訓練與發展體系程度與員工對組織的離職傾向有負向關係。二、企業實施策略性人力資源訓練與發展體系程度與員工工作績效有正向關係部分成立。三、敬業貢獻在策略性人力資源訓練與發展體系與離職傾向間，具有完全中介效果。四、組織承諾在策略性人力資源訓練與發展體系與離職傾向間，具有完全中介效果。五、組織承諾在策略性人力資源訓練與發展體系與工作績效間，具有完全中介效果。
本研究主要貢獻如下。一、研究結果顯示，策略性人力資源訓練與發展體系可視為企業人才留任及提升員工工作績效之具體人力資源措施，並可以敬業貢獻及組織承諾兩個變數作為中介變項。二、企業欲導入策略性人力資源訓練與發展體系可以勞委會職訓局TTQS專案辦公室所頒佈之台灣訓練品質系統（TTQS，Taiwan TrainQuali system）」為架構推展。

In recent years, Firms face the competitive environment because of technology changing rapidly and globalization issues. It is to be an important agenda to firms to keep the competitive advantage for the business sustainable operation. Human capital is one of the key factors to keep the competitive advantage then achieve their business goal for a firm.That’s why, firms try to retent the key talent and ensure their job performance to meet the business strategy through human resource activities just like training and development programs in the firm.
This research is designed to better understand the relationship among strategic human resource training and development system, employee retention and their job performance. Meanwhile, we also try to examine the mediating role of work engagement and organizational commitment.
In this research, two versions of questionnaires were used: the supervisor version(A) and the employee version(B). We sent 90 sets of questionnaires to the 52 sampled companies, which sampling by purposive sampling from top 1,000 companies listed in the Common Wealth Magazine in Taiwan. 76 questionnaires A and 378 questionnaires B returned and 76 questionnaires A and 376 questionnaires B are usable and the final return rate is 84.4% and 83.6% for questionnaires A and questionnaires B. After collecting the data from the sampled companies, we use structural equation modeling（SEM） to examine the model fit and test research hypotheses.
The findings form this research can be summarized as follows. First, there is the negative relationship between strategic human resource training and development system implemented and turnover intention. Secondly, there is the partial positive relationship between strategic human resource training and development system and job performance. Thirdly, work engagement fully mediates the relationship between strategic human resource training and development system and turnover intention. Forthly, organizational commitment fully mediates the relationship between strategic human resource training and development system and turnover intention. Finally, organizational commitment fully mediates the relationship between strategic human resource training and development system and job performance.
The research’s most important contribution is that it’s empirical research to firm to find out that strategic human resource training and development system can be one of the HR practice to retent top talent and enhance their job performance and demonstrate the mediating effect does exist for work engagement and organizational commitment. Furthermore, Firms will conduct the strategic human resource training and development system. TTQS(Taiwan TrainQuali system) can be the good sample of the framework for the future implemention. These findings may contribute to the academic research and practical implications.

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