隨著金融科技（FinTech）與數位金融服務的快速發展，銀行產業之營運模式與工作內容正面臨轉變，第一線員工除了接觸顧客、面對業績壓力、因應法規遵循外，亦須兼顧服務品質，導致其工作負荷及心理壓力可能隨之增加。相較於一般民間企業，雖然公股銀行擁有制度較穩定，且薪資福利較有保障，儘管有其制度優勢，實務上依然面臨留才的挑戰。
本研究採質性研究方法，透過半結構式深度訪談蒐集十四位臺灣公股A銀行第一線員工之實務經驗。受訪者年齡介於二十四歲至五十四歲，年資跨度自七個月至三十五年，涵蓋存匯、消金、個金、法金、放款、財管及營管等不同業務領域。藉由分析受訪者之工作經驗以及主觀感受，探討知覺組織支持、領導部屬交換及職涯成長三項心理構面對第一線員工留任意願之影響。
研究結果歸納如下：
命題一： 若銀行第一線員工對組織的知覺組織支持（POS）越高，則其留任意願將提升。
命題二： 若銀行第一線員工與主管之間的領導部屬交換關係（LMX）品質越佳，則其留任意願將提升。
命題三： 若銀行第一線員工感受到的職涯成長（Career Growth）機會越明確、越正向，則其留任意願將提升。

In recent years, with the rapid development of financial technology (FinTech) and digital financial services, the banking industry has undergone continuous changes in its operational models and job content. Frontline employees are required not only to interact with customers, meet performance targets, and comply with regulatory requirements, but also to maintain service quality, leading to an increase in workload and psychological pressure. Compared with private enterprises, although government-owned banks offer relatively stable systems and competitive compensation and benefits, they still face challenges in retaining talent in practice.
This study adopts a qualitative research approach and collects data through semi-structured in-depth interviews with 14 frontline employees from a government-owned bank in Taiwan (Bank A). The participants range in age from 24 to 54 years old, with tenure spanning from 7 months to 35 years, and cover various business functions, including deposits, consumer finance, personal banking, corporate banking, lending, wealth management, and operations management. By analyzing respondents' work experiences and subjective perceptions, this study explores the impact of perceived organizational support (POS), leader–member exchange (LMX), and career growth on their intention to stay. The findings are summarized as the following propositions:
1. Higher levels of perceived organizational support (POS) among frontline bank employees are associated with a stronger intention to stay in the organization.
2. Higher-quality leader–member exchange (LMX) between frontline employees and their supervisors is associated with a stronger intention to stay.
3. More positive and clearer perceptions of career growth opportunities are associated with a stronger intention to stay among frontline bank employees.

林慧芝（2005）。激勵制度對留任意願影響之探討－以內部稽核人員為例［碩士論文，國立中央大學］。臺灣博碩士論文知識加值系統。
金融監督管理委員會（2025）。金融科技發展路徑圖（2.0）與相關推動措施。金融監督管理委員會。https://www.fsc.gov.tw/ch/home.jsp?id=1072&parentpath=0%2C7%2C478
財政部（2024）。財政部賡續督導公股金融事業落實普惠金融及推動各項政策性貸款。財政部。https://www.mof.gov.tw/singlehtml/384fb3077bb349ea973e7fc6f13b6974?cntId=970764fe3a0046b597ca0cefdd6ba709
國家發展委員會（2022）。中華民國人口推估（2022年至2070年）報告。國家發展委員會。https://ppws.ndc.gov.tw/Download.ashx?u=LzAwMS9VcGxvYWQvNDY0L3JlbGZpbGUvMTAzNDcvNTAvMTMxNmIxMGYtMzUzYS00NDk3LTk2N2YtN2M2MjA5ZjIwNzZmLnBkZg%3D%3D
郭美瑜（2025）。銀行人才荒嚴峻HR Tech助攻精準選才。台灣銀行家。https://taiwanbanker.tabf.org.tw/paperDetail?id=5092
陳雅惠（2020）。探討不當督導、工作不安全感與印象管理行為之關係:組織政治知覺之調節效果〔碩士論文，國立屏東科技大學〕。 臺灣博碩士論文知識加值系統。
彭安全（2022）。銀行業員工個人工作適配、工作滿意度與留任意願關聯性之研究〔碩士論文，國立臺灣師範大學〕。臺灣博碩士論文知識加值系統。
葉松輝（2009）。人資從業人員角色知覺、知覺組織支持、專業承諾與職涯滿足關係之研究〔碩士論文，國立高雄應用科技大學〕。臺灣博碩士論文知識加值系統。
Aguinis, H., & Glavas, A. (2012). What we know and don’t know about corporate social responsibility: A review and research agenda. Journal of Management, 38(4), 932–968.
Akgunduz, Y., Alkan, C., & Gök, Ö. A. (2018). Perceived organizational support, employee creativity and proactive personality: The mediating effect of meaning of work. Journal of Hospitality and Tourism Management, 34, 105–114.
Allen, D. G., Shore, L. M., & Griffeth, R. W. (2003). The role of perceived organizational support and supportive human resource practices in the turnover process. Journal of Management, 29(1), 99–118.
Amin, M., Khairuzzaman Wan Ismail, W., Zaleha Abdul Rasid, S., & Daverson Andrew Selemani, R. (2014). The impact of human resource management practices on performance: Evidence from a Public University. The TQM Journal, 26(2), 125–142.
Armeli, S., Eisenberger, R., Fasolo, P., & Lynch, P. (1998). Perceived organizational support and police performance: The moderating influence of socioemotional needs. Journal of Applied Psychology, 83(2), 288–297.
Aryee, S., Wyatt, T., & Stone, R. (1996). Early career outcomes of graduate employees: The effect of mentoring and ingratiation. Journal of Management studies, 33(1), 95–118.
Aydogdu, S., & Asikgil, B. (2011). An empirical study of the relationship among job satisfaction, organizational commitment and turnover intention. International Review of Management and Marketing, 1(3), 43–53.
Blau, G. (1993). Further exploring the relationship between job search and voluntary individual turnover. Personnel psychology, 46(2), 313–330.
Caesens, G., & Stinglhamber, F. (2014). The relationship between perceived organizational support and work engagement: The role of self-efficacy and its outcomes. European Review of Applied Psychology, 64(5), 259–267.
Chen, Z., Lam, W., & Zhong, J. A. (2007). Leader-member exchange and member performance: a new look at individual-level negative feedback-seeking behavior and team-level empowerment climate. Journal of Applied Psychology, 92(1), 202–212.
Crawford, E. R., LePine, J. A., & Rich, B. L. (2010). Linking job demands and resources to employee engagement and burnout: a theoretical extension and meta-analytic test. Journal of Applied Psychology, 95(5), 834–848.
Creswell, J. W., & Poth, C. N. (2016). Qualitative inquiry and research design: Choosing among five approaches. Sage.
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900.
Cummings, T. G., & Worley, C. G. (2009). Organization development and change. Cengage learning.
Dansereau Jr, F., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational behavior and human performance, 13(1), 46–78.
Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L., & Ferris, G. R. (2012). A meta-analysis of antecedents and consequences of leader-member exchange: Integrating the past with an eye toward the future. Journal of Management, 38(6), 1715–1759.
Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P. D., & Rhoades, L. (2001). Reciprocation of perceived organizational support. Journal of Applied Psychology, 86(1), 42–51.
Eisenberger, R., Cummings, J., Armeli, S., & Lynch, P. (1997). Perceived organizational support, discretionary treatment, and job satisfaction. Journal of Applied Psychology, 82(5), 812–820.
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507.
Eisenberger, R., & Stinglhamber, F. (2011). The supportive organization. American Psychological Association.
Epitropaki, O., & Martin, R. (2005). From ideal to real: a longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes. Journal of Applied Psychology, 90(4), 659–676.
Erdogan, B., & Enders, J. (2007). Support from the top: supervisors' perceived organizational support as a moderator of leader-member exchange to satisfaction and performance relationships. Journal of Applied Psychology, 92(2), 321–330.
Erdogan, B., & Liden, R. C. (2002). Social exchanges in the workplace: A review of recent developments and future research directions in leader-member exchange theory. In L. L. Neider & C. A. Schriesheim (Eds.), Leadership (pp. 65–114). Information Age Publishing.
Gerstner, C. R., & Day, D. V. (1997). Meta-Analytic review of leader–member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82(6), 827–844.
Graen, G. B., & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. Research in Organizational Behavior, 9,175–208.
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219–247.
Griffeth, R. W., Hom, P. W., & Gaertner, S. (2000). A meta-analysis of antecedents and correlates of employee turnover: Update, moderator tests, and research implications for the next millennium. Journal of Management, 26(3), 463–488.
Harris, K. J., Kacmar, K. M., & Witt, L. (2005). An examination of the curvilinear relationship between leader–member exchange and intent to turnover. Journal of Organizational Behavior, 26(4), 363–378.
Harris, K. J., Wheeler, A. R., & Kacmar, K. M. (2009). Leader–member exchange and empowerment: Direct and interactive effects on job satisfaction, turnover intentions, and performance. The Leadership Quarterly, 20(3), 371–382.
Harris, T. B., Li, N., & Kirkman, B. L. (2014). Leader–member exchange (LMX) in context: How LMX differentiation and LMX relational separation attenuate LMX's influence on OCB and turnover intention. The Leadership Quarterly, 25(2), 314–328.
Hom, P. W., Mitchell, T. R., Lee, T. W., & Griffeth, R. W. (2012). Reviewing employee turnover: focusing on proximal withdrawal states and an expanded criterion. Psychological Bulletin, 138(5), 831–858.
Hui, C., Lee, C., & Rousseau, D. M. (2004a). Employment relationships in China: do workers relate to the organization or to people? Organization Science, 15(2), 232–240.
Hui, C., Lee, C., & Rousseau, D. M. (2004b). Psychological contract and organizational citizenship behavior in China: investigating generalizability and instrumentality. Journal of Applied Psychology, 89(2), 311–321.
Hussain, T., & Asif, S. (2012). Is employees’ turnover intention driven by organizational commitment and perceived organizational support. Journal of Quality and Technology Management, 8(2), 1–10.
Islam, T., Ahmed, I., & Ahmad, U. N. B. U. (2015). The influence of organizational learning culture and perceived organizational support on employees’ affective commitment and turnover intention. Nankai Business Review International, 6(4), 417–431.
Ito, J. K., & Brotheridge, C. M. (2005). Does supporting employees' career adaptability lead to commitment, turnover, or both? Human Resource Management, 44(1), 5–19.
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), 243–252.
Karatepe, O. M. (2015). Do personal resources mediate the effect of perceived organizational support on emotional exhaustion and job outcomes? International Journal of Contemporary Hospitality Management, 27(1), 4–26.
Kasa, M., Kichin, S., Hassan, Z., Poh, S., & Ramli, N. (2023). Human resource practices, organisational commitment and turnover intention among bank employees in Sarawak, Malaysia. Asian Academy of Management Journal, 28(2), 275–307.
Kim, S.-W., Price, J. L., Mueller, C. W., & Watson, T. W. (1996). The determinants of career intent among physicians at a US Air Force hospital. Human Relations, 49(7), 947–976.
Kim, W., & Park, J. (2017). Examining structural relationships between work engagement, organizational procedural justice, knowledge sharing, and innovative work behavior for sustainable organizations. Sustainability, 9(2), 205.
Kraimer, M. L., Seibert, S. E., & Liden, R. C. (1999). Psychological empowerment as a multidimensional construct: A test of construct validity. Educational and Psychological Measurement, 59(1), 127–142.
Kraimer, M. L., Seibert, S. E., Wayne, S. J., Liden, R. C., & Bravo, J. (2011). Antecedents and outcomes of organizational support for development: the critical role of career opportunities. Journal of Applied Psychology, 96(3), 485–500.
Kurtessis, J. N., Eisenberger, R., Ford, M. T., Buffardi, L. C., Stewart, K. A., & Adis, C. S. (2017). Perceived organizational support: A meta-analytic evaluation of organizational support theory. Journal of Management, 43(6), 1854–1884.
Lewis, G. B., & Frank, S. A. (2002). Who wants to work for the government? Public Administration Review, 62(4), 395–404.
Liden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal of Management, 24(1), 43–72.
Liden, R. C., Sparrowe, R. T., & Wayne, S. J. (1997). Leader-member exchange theory: The past and potential for the future. In G. R. Ferris (Ed.), Research in Personnel and Human Resources Management (Vol. 15, pp. 47–120).
Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry. Sage.
Liu, J., Siu, O. L., & Shi, K. (2010). Transformational leadership and employee well‐being: The mediating role of trust in the leader and self‐efficacy. Applied Psychology, 59(3), 454–479.
Martin, R., Guillaume, Y., Thomas, G., Lee, A., & Epitropaki, O. (2016). Leader–member exchange (LMX) and performance: A meta‐analytic review. Personnel Psychology, 69(1), 67–121.
McDermott, A. M., Conway, E., Rousseau, D. M., & Flood, P. C. (2013). Promoting effective psychological contracts through leadership: The missing link between HR strategy and performance. Human Resource Management, 52(2), 289–310.
Meyer, J. P., & Herscovitch, L. (2001). Commitment in the workplace: Toward a general model. Human resource management review, 11(3), 299–326.
Mobley, W. H. (1977). Intermediate linkages in the relationship between job satisfaction and employee turnover. Journal of Applied Psychology, 62(2), 237–240.
Mobley, W. H., Horner, S. O., & Hollingsworth, A. T. (1978). An evaluation of precursors of hospital employee turnover. Journal of Applied Psychology, 63(4), 408–414.
Moorman, R. H., Blakely, G. L., & Niehoff, B. P. (1998). Does perceived organizational support mediate the relationship between procedural justice and organizational citizenship behavior? Academy of Management Journal, 41(3), 351–357.
Morrison, E. W., & Robinson, S. L. (1997). When employees feel betrayed: A model of how psychological contract violation develops. Academy of Management Review, 22(1), 226–256.
Myers, M. D. (2019). Qualitative research in business and management. Sage Publications Ltd.
Nasurdin, A. M., Hemdi, M. A., & Guat, L. P. (2008). Does perceived organizational support mediate the relationship between human resource management practices and organizational commitment? Asian Academy of Management Journal of Accounting and Finance, 13(1), 15–36.
Neway, D. M., & Singh, M. (2023). Does leader-member exchange and organizational commitment affects turnover intention of employees? A new perspective in the banking sector. European Journal of Business and Management Research, 8(2), 280–287.
Ng, T. W., & Feldman, D. C. (2015). Idiosyncratic deals and voice behavior. Journal of Management, 41(3), 893–928.
Onkila, T., & Sarna, B. (2022). A systematic literature review on employee relations with CSR: State of art and future research agenda. Corporate Social Responsibility and Environmental Management, 29(2), 435–447.
Price, J. L. (2001). Reflections on the determinants of voluntary turnover. International Journal of manpower, 22(7), 600–624.
Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: a review of the literature. Journal of Applied Psychology, 87(4), 698–714.
Rockstuhl, T., Dulebohn, J. H., Ang, S., & Shore, L. M. (2012). Leader–member exchange (LMX) and culture: A meta-analysis of correlates of LMX across 23 countries. Journal of Applied Psychology, 97(6), 1097–1130.
Rupp, D. E., & Cropanzano, R. (2002). The mediating effects of social exchange relationships in predicting workplace outcomes from multifoci organizational justice. Organizational behavior and human decision processes, 89(1), 925–946.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of managerial psychology, 21(7), 600–619.
Savickas, M. L. (2002). Career construction. In D. Brown (Ed.), Career Choice and Development (4th ed., pp. 149–205). Jossey-Bass.
Shanock, L. R., & Eisenberger, R. (2006). When supervisors feel supported: relationships with subordinates' perceived supervisor support, perceived organizational support, and performance. Journal of Applied Psychology, 91(3), 689–695.
Shore, L. M., & Wayne, S. J. (1993). Commitment and employee behavior: Comparison of affective commitment and continuance commitment with perceived organizational support. Journal of Applied Psychology, 78(5), 774–780.
Steel, R. P., & Lounsbury, J. W. (2009). Turnover process models: Review and synthesis of a conceptual literature. Human resource Management Review, 19(4), 271–282.
Sturges, J., Guest, D., Conway, N., & Davey, K. M. (2002). A longitudinal study of the relationship between career management and organizational commitment among graduates in the first ten years at work. Journal of Organizational Behavior, 23(6), 731–748.
Super, D. (1957). The psychology of careers: An introduction to vocational development. Harper & Row.
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.
Vigoda-Gadot, E., & Cohen, A. (2004). Citizenship and management in public administration: Integrating behavioral theories and managerial thinking. Edward Elgar Publishing.
Wayne, S. J., Shore, L. M., & Liden, R. C. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40(1), 82–111.
Weng, Q., & McElroy, J. C. (2012). Organizational career growth, affective occupational commitment and turnover intentions. Journal of Vocational Behavior, 80(2), 256–265.
Weng, Q., McElroy, J. C., Morrow, P. C., & Liu, R. (2010). The relationship between career growth and organizational commitment. Journal of Vocational Behavior, 77(3), 391–400.
Wong, Y.-T., Wong, C.-S., & Ngo, H.-Y. (2002). Loyalty to supervisor and trust in supervisor of workers in Chinese joint ventures: A test of two competing models. International Journal of Human Resource Management, 13(6), 883–900.