自從1997年麥肯錫公司發布《人才戰爭（The War for Talent）》報告以來，菁英人才管理已成為業界關注的焦點。各企業也紛紛將這個概念帶到組織當中。近年來，愈來愈多的研究探討如何藉由菁英人才管理措施帶來組織公民行為，並且發現菁英人才管理措施能夠激勵員工進行組織公民行為進而提升組織績效。此外，除了菁英人才管理措施，企業文化的調整以及員工的適應能力與績效展現也顯得格外重要，因為良好的企業文化和員工適應能力不僅能夠促使員工有更多組織公民行為的表現，還能夠提高員工對企業的工作滿意度和忠誠度，進而促進組織長期穩定發展。然而，這些研究鮮少探討工作鑲嵌對菁英人才管理措施與組織公民行為所帶來的中介效果。同時，菁英人才管理是否在知覺職涯支持的調節下提高員工對工作鑲嵌效果的認知，進而增加其對組織的貢獻值得進一步研究。考量不同層次的變數，本研究使用階層線性模型（Hierarchical Linear Modeling, HLM）的統計方法，分析菁英人才管理措施、工作鑲嵌和組織公民行為之間的關聯性，並探討知覺職涯支持在其中所扮演的調節效果。

本研究針對台灣各大上市櫃及中小型企業的菁英人才做為研究對象，採用問卷調查法，透過兩階段發放問卷，共蒐集31家之國內企業，330份問卷，扣除填答不足5份問卷數之公司，並删除填答一致性過高的無效問卷後，最終有效問卷來自31家之國內企業，共263份問卷，進行實證分析。研究結果顯示如下：

1. 組織層級的菁英人才管理措施和組織公民行為之間存在顯著正相關。
2. 組織層級的菁英人才管理措施在工作鑲嵌的中介效果下和組織公民行為之間存在顯著正相關。
3. 知覺職涯支持的調節效果會正向影響菁英人才管理對組織的工作鑲嵌。

Since the publication of McKinsey's "War for Talent" report in 1997, talent management has garnered considerable interest within the industry. Companies have embraced this concept and integrated it into their organizations. In recent years, an increasing number of studies have explored how talent management can foster organizational citizenship behavior. These studies have also found that such practices can motivate employees to engage in organizational citizenship behavior, thereby enhancing organizational performance.

Furthermore, aside from talent management, the adjustment of corporate culture, employee adaptability, and employee performance have emerged as crucial factors. This is because good corporate culture and adaptability encourage employees to demonstrate more organizational citizenship behavior and enhance their job satisfaction and loyalty toward the company. This, in turn, promotes long-term organizational stability and development.

However, these studies have rarely explored the mediating effects of job embeddedness on the relationship between talent management and organizational citizenship behavior. Under the moderating effect of perceived career support, it is worth investigating whether talent management enhances employees' perception of job embeddedness and consequently increases their contribution to the organization.

Taking into account different level variables, this study utilized the statistical approach of Hierarchical Linear Modeling (HLM) to examine the correlation between talent management, job embeddedness, and organizational citizenship behavior. This study also looks into the moderating influence of perceived career support on this relationship.

This study focuses on the elite talents in listing, small, and medium-sized enterprises in Taiwan. A two-stage questionnaire survey was conducted to collect data from 31 domestic companies, resulting in a total of 330 questionnaires. After excluding questionnaires with incomplete responses (less than 5 questionnaires per company) and eliminating invalid questionnaires with excessively high response consistency, a final sample of 263 valid questionnaires from 31 domestic companies were used for empirical analysis. The research findings are as follows:

1. There is a significant positive correlation between organizational-level talent management and organizational citizenship behavior.
2. Organizational-level talent management correlates significantly positively with organizational citizenship behavior mediated by job embeddedness.

3. It was found that the moderating effect of perceived career support positively influences the relationship between organizational-level talent management and job embeddedness.

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