人才是組織的重要資源，維持企業競爭力的唯一關鍵因素就是擁有具稀有性、不可取代性與不可複製性的人力資源。近年社會經濟環境變化，金融業人員承擔的工作日益增加，須執行工作命令及應對民眾之情緒反應及法令程序的束縛，內心可能蘊含繁重的工作壓力，影響繼續留任的意願，進而轉換工作。因此，「留才」是不容忽視的問題，而最關鍵的因素即提升員工的組織承諾。影響組織承諾的要素之一為符合員工需求與期待的人力資源管理實務，如何藉由人力資源管理實務促使員工產生組織承諾，以提升留任率，是現今各企業所關注的重要議題。
因此，本研究旨在探討承諾型人力資源管理實務對組織承諾之影響，以工作敬業為中介變項，針對新竹T信用合作社所有員工為研究對象，透過紙本問卷的方式，發放190份問卷，回收180份有效問卷，應用敘述統計分析、信度分析、效度分析、差異分析、相關分析及迴歸分析等方法分析研究資料。研究結果發現(1)員工知覺承諾型人力資源管理實務對組織承諾具顯著正向影響。(2)員工知覺承諾型人力資源管理實務對工作敬業具顯著正向影響。(3)工作敬業對組織承諾具顯著正向影響。(4)工作敬業在承諾型人力資源管理實務對組織承諾之影響具中介效果。

“Retaining talents” is a critical issue that can’t be ignored, and the most important thing is to enhance the organizational commitment of employees. HRMPs is one of the most important factors affecting organizational commitment. Improving retention rates by human resource management practices to is an important issue for enterprises today.
The purpose of the study was to investigate the relationship among commitment human resource management practices, organization commitment, and work engagement.
The sample was all the employees from the T Credit Cooperative of Hsinchu. A total of 190 questionnaires were sent to all the employees and collected 180 valid questionnaires. Descriptive statistics, reliability analysis, validity analysis, correlation analysis and regression analysis were used to analyze the data. The results reveal that high commitment human resource management practices are positively associated with organization commitment and work engagement. Work engagement is positively associated with organization commitment. Work engagement has partial mediating effect on the relationship between high commitment human resource management practices and organization commitment.

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