本研究主要目的在探討一間高科技公司之三年期滿之研發替代役役男，當初選擇留任之原因，及了解他們對該企業相關留任措施之效果的看法。本研究選擇了南科園區中之X公司的10位已期滿研發替代役男，以深入訪談法來收集相關資料，以探究他們對該公司相關留任措施效果之觀感。研究結果如下：
1. 在選擇X公司的考量上，以薪酬與開銷的考量佔最高。其次為公司地理位置考量及工作環境考量，再其次為工作與所學相關的考量。
2. 選擇留任的八項考量面向歸納為工作內容、單位領導、公司制度、及企業經營等四大類。其中個人工作內容包括工作具成就感與工時穩定，單位領導包括主管領導風格與單位組織氣氛，公司制度包括受升等肯定與受簽約金肯定，企業經營包括公司前景與公司地理位置。
3. X公司對研發替代役之留任措施，包括C類升等制度、簽約金制度、及內部轉職制度，針對三項留任措施之評分以C類升等之評分為最高。
4. 總合而言，C類升等對於Logic及Module單位之役男誘因較高，但對特定單位及以博士身份進用之役男則誘因有限。簽約金制度對留任的助益，高分區之受訪者認為簽約金會帶來成就感及需履約之義務感。內部轉職制度對留任的助益，高分區之受訪者認為對於工作現況不適應之役男，在留才上有所助益。

The main purpose of this study is to explore the reasons why the high-tech company’s R&D Substitute Service (RDSS) employees choosing to retain while military service expired, and to understand their comments on the company's relevant retention measures. In this study, 10 of the X companies RDSS in the Tainan site had been selected , and in-depth interviews are used to collect relevant information to explore their perception of the company's relevant retention measures.
The research results are as follows.
1. In the consideration of taking X company’s offer, salary and cost savings is the highest. Secondly is company's geographical and work environment. Third is that work content is related to what he have learned.
2. The eight considerations for retention are summarized into four categories: work content, unit leader and company policy and business management. The work content includes work achievement and stable working hours. The unit leader includes the leadership style and unit organization atmosphere. The company policy includes recognition by promotion and sign on bonus, and the company's business includes the company's prospects and the company's geographical position.
3. X company's retention measures for RDSS, including the type C promotion, the sign on bonus, and the internal transfer system, the scores for the three retention measures are the highest in type C promotion.
4. In general, type C promotion is higher for RDSS in Logic and Module division, but has limited incentives for specific division and for the RDSS who are employed as PhDs. For the sign on bonus, respondents with high scores believe that the signing of the contract will bring a sense of accomplishment and a sense of obligation to perform. For the internal transfer system, respondents with high scores think that it is helpful for the RDSS who is not suitable for the current work situation.

論文審定書 i
誌謝 ii
摘要 iii
Abstract iv
目錄 vi
圖目錄 viii
表目錄 ix
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 2
第二章 文獻探討 4
第一節 研發替代役之制度 4
第二節 研發替代役實施成果 7
第三節 留任的定義與分類 8
第四節 留任的模式 9
第五節 企業常用之留才措施 10
第三章 研究方法 12
第一節 個案研究法 12
第二節 研究對象 12
第三節 資料蒐集 14
第四節 資料分析 15
第四章 研究結果 17
第一節 工作與所屬單位之現況 17
第二節 選擇服研發替代役之原因 24
第三節 選擇X公司聘書之原因 27
第四節 研發替代役期滿後選擇留任之原因 30
第五節 研替同儕在期滿後選擇離職之原因 33
第六節 C類升等對留任之助益 35
第七節 研替簽約金對留任之助益 39
第八節 內部轉調對留任之助益 41
第五章 討論與建議 46
第一節 研究結論 46
第二節 研究討論 48
第三節 研究限制 51
參考文獻 53

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