1998年，麥肯錫(Mckinsey)顧問公司就指出企業組織未來要贏得市場勝利，就要懂得打「人才戰爭」，要學會取得菁英人才、留住菁英人才。因此，菁英人才管理近年開始蔚為風潮，也成為企業組織中一個愈來愈重要的議題，透過了有計畫性與系統性的菁英人才管理活動，才能讓菁英人才在企業組織中發揮效益，做出最大貢獻。菁英人才管理對企業組織有各種效益，除了公司的目標實現與吸引力，更能提升員工的工作動機與工作敬業態度。然而「河有兩岸，事有兩面」，「菁英人才」是為少數員工才能被納入人才庫，這可能會造成沒被納入的員工產生負面影響。因此，本研究不僅要驗證菁英人才管理對員工敬業度正面影響，同時更要探究以知覺分配公平與程序公平兼具效果來避免負面影響產生，甚至更能大大提升原本企業組織實施菁英人才管理的最初本意。
本研究收集台灣上市櫃公司有效問卷共25家公司，探討菁英人才管理對員工敬業度的影響，並以知覺分配公平與知覺程序公平作為聯合調節變項，研究結果發現：(1)菁英人才管理會正向影響員工敬業度；(2) 知覺程序公平在菁英人才管理與知覺分配公平對員工敬業度的二維交互作用中具有調節效果，當員工知覺有較強的程序公平與分配公平時，菁英人才管理對員工敬業度的正向影響會越強。研究結果之管理意涵、研究限制以及未來建議，也會在最後提出討論。

In 1998, the consulting firm McKinsey pointed out that in order to win the market in the future, enterprises and organizations must know how to fight “The war for talents" and learn to acquire and retain talents. Accordingly, talent management has become a trend in recent years, increasing organizations' attention on the topic. Only through planned and systematic talent management strategy can talents play a vital role in enterprises and make the greatest contribution. Talent management has various benefits for enterprise organizations. It can not only drive company's goal achievement and brand attractiveness but also enhance employees' work motivation and employee engagement. However, talent management is a double-edged sword. " Talent" is a definition only for a particular group of employees included in the talent pool, which may have a negatively influence on employees who are not included. Therefore, this study focus on the talent management’s positive impact on employee engagement, and furthermore, explore the effect of both perceived distributive justice and perceived procedural justice to avoid negative impacts, which can even greatly provoke organization’s original intention of talent management implement.
There is a collection of 25 companies in this study with valid questionnaires from Taiwan listed companies to explore the impact of talent management on employee engagement with two joint moderators: perceived distributive justice and perceived procedural justice. The findings of this research indicate that：(1) Talent management positively affects employee engagement；(2) Perceived procedural justice has a moderating effect on the two-dimensional interaction of talent management and perceived distributive justice on employee engagement. When employees perceive strong procedural justice and distributive justice, the positive impact of talent management on employee engagement will be stronger. In addition, the management implications of the findings, study limitations, and future recommendations are also discussed at the end of this study.

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