近幾十年來，「雇主品牌」在實務界以及學界都引起了廣泛的討論與關注，相關的研究主要關注在個人層面的影響，發現雇主品牌對潛在員工的最初印象有重大影響，並且能在組織招募人才過程中擴大了人才庫。但是，很少有相關研究探討雇主品牌化在組織層面上的結果，例如員工保留率和企業績效。然而在構成人力資本資源以建立競爭能力的關鍵要素中，人才留任和公司績效在策略性人力資源觀點當中相當重要。為彌補此一研究缺口，本研究基於資源基礎的觀點，採用「新世代最嚮往企業Top 100」的媒體排名和「公司治理評鑑」的第三方機構認證，來作為雇主品牌的代理變數，蒐集了台灣2009至2018年10年間上市櫃公司的14,736筆數據，來檢驗雇主品牌的效果是否能降低員工離職率，進而間接影響公司績效，同時探討佔台灣主要經營型態的家族管理，是否會減輕了雇主品牌對組織的正面效益。分析結果顯示，有正面雇主品牌加持的企業，其員工離職率較低，並間接且正面的影響了企業績效。此外研究結果也顯示，非家族CEO的上市櫃公司，其雇主品牌透過較低的員工離職率而間接影響企業績效的效果，比家族CEO的公司來的顯著。

Employer branding (EB) has been discussed widely by both practitioners and scholars in recent decades. Studies have drawn much attention to its individual-level effect, finding that EB has a significant influence on potential employees' initial impressions and that it expands the talent pool in the organizational recruiting process. However, few studies put their effort on the organizational level to examine the outcomes of employer branding such as employee retention and firm performance. This study adopts a media ranking of “most attractive employers top 100” and a third-party governance certification as proxies of employer branding, using a set of 14,736 archival data of Taiwan’s publicly listed firms across 10 years from 2009 to 2018 to test hypotheses in linking employer branding certifications to collective turnover and firm performance. Results show that employer branding is associated with lower collective turnover and indirectly and positively influences firm performance. Furthermore, the findings suggest that compared with family CEOs, non-family CEOs have a stronger effect in the relationship between the linkage of employer branding to firm performance through collective turnover rate in publicly listed firms in Taiwan. Implications and limitations are provided.

論文審定書 I
中文摘要 I
ABSTRACT II
CHAPTER 1: INTRODUCTION 1
CHAPTER 2: THEORETICAL BACKGROUND AND HYPOTHESES 7
2.1 Employer branding 7
2.2 Employer branding and collective turnover 13
2.3 Collective turnover and firm performance 18
2.4 Mediating role of collective turnover on employer branding and firm performance 21
2.5 Moderating role of family management on employer branding, collective turnover, and firm performance 25
CHAPTER 3: RESEARCH METHOD 35
3.1 Research framework 35
3.2 Hypotheses 36
3.3 Research design 38
3.4 Analysis procedure 50
CHAPTER 4: RESULTS 53
4.1 Descriptive statistics 53
4.2 Direct effect 57
4.3 Mediation effect 60
4.4 Moderation effect 64
4.5 Moderated mediation analysis 71
4.6 Additional analysis 75
CHAPTER 5: DISCUSSION AND CONCLUSION 83
5.1 General discussion 83
5.2 Theoretical implications 88
5.3 Practical implications 92
5.4 Limitations and future research 94
REFERENCES 97
Appendix： List of “Most Attractive Employers Top 100” 2009-2018 113

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