近年來，臺灣公務人員辭職人數逐年攀升，其中新世代公務人員的流動率尤為顯著，由於新世代的工作價值觀改變，與傳統公部門文化產生明顯落差，使政府機關面臨嚴峻的人才留任挑戰，爰本研究旨在探討於新世代公務人員之留任意願及其關鍵影響因素，並深入剖析現行制度與新世代需求之間的落差。
本研究研究對象涵蓋Y世代後期與Z世代，故以新世代代稱，並以「主題分析法」為資料分析方法，研究結果顯示，影響新世代留任意願之核心因素可歸納為五大主題：（一）薪資福利與工作負荷及風險報酬失衡；（二）工作意義與職涯發展的期望落差；（三）工作與生活平衡與身心負荷；（四）制度公平感與職涯彈性；（五）組織文化與主管支持。其中，「工作負荷與薪資回饋之合理對價」及「工作與生活平衡制度之實質可行性」為影響新世代是否留任之關鍵因素，其餘三項主題則決定留任後之工作投入深度與長期穩定性。依據留任關鍵因素及工作投入深度，本研究進一步將新世代之留任意願歸納為三種型態： 其一為「積極留任型」，其關鍵留任條件獲得滿足，且能感受到工作意義、成長空間及主管支持，對組織展現高度認同與投入，致願意長期留任者；其二為「消極留任型」，雖未離職，但留任多建立於現實考量，工作投入程度偏低；其三為「條件式留任型」（規劃離職），將公職視為累積個人資本之跳板，一旦特定條件成熟，即選擇離開。
基於上述研究發現，本研究提出五大具體政策建議：（一）建立合理的薪資對價，包括法制化薪資定期審議制度、差異化加給、雙北地域加給及改善加班費計算基礎；（二）落實工作與生活平衡、心理支持與法制防護，包括強化員工協助方案保密性及建構採購諮詢機制等；（三）強化職涯發展、工作意義與專業成長，包括落實適才適所、深化實務導向教育訓練及強化職缺資訊透明度；（四）提升制度公平感與職涯彈性，包括考績改革、建立非主管職雙軌晉升路徑及鬆綁轉調限制；（五）建構符合新世代之組織文化與主管領導方式，推動扁平化溝通及導師式領導。本研究期能為政府機關提供系統性之新世代留才參考架構，協助提升新世代公務人員留任意願，確保政府治理之永續效能。

In recent years, the number of resignations among public servants in Taiwan has been increasing annually, with the turnover rate among the new generation of public servants being particularly significant. Due to a shift in their work values, a pronounced gap has emerged between this new generation and the traditional culture of the public sector, presenting government agencies with severe talent retention challenges. Therefore, this study aims to explore the stay-in-office intention of new generation public servants and its key influencing factors, as well as to conduct an in-depth analysis of the discrepancies between the current administrative system and the needs of the new generation.
The subjects of this study encompass the late Generation Y and Generation Z, collectively referred to as the "new generation." Employing "thematic analysis" as the data analysis method, the results indicate that the core factors influencing the stay-in-office intention of the new generation can be summarized into five major themes: (1) the imbalance among compensation and benefits, workload, and risk-reward; (2) the expectation gap regarding work meaning and career development; (3) work-life balance and physical and mental burden; (4) the sense of institutional fairness and career flexibility; and (5) organizational culture and supervisor support.Among these, the "reasonable equivalence between workload and compensation" and the "substantive feasibility of work-life balance policies" are the critical factors determining whether the new generation stays. The remaining three themes dictate the depth of their work engagement and long-term stability after staying. Based on these key retention factors and the depth of work engagement, this study further categorizes the stay-in-office intentions of the new generation into three typologies. The first is the "active retention type," where key retention conditions are satisfied, and individuals perceive work meaning, growth opportunities, and supervisor support, exhibiting high organizational identification and engagement, thus willing to stay long-term. The second is the "passive retention type," where individuals remain in their positions primarily due to pragmatic considerations but display a lower level of work engagement. The third is the "conditional retention type" (planning to resign), where individuals view public service as a stepping stone to accumulate personal human capital, and will opt to leave once specific conditions are met.
Based on the aforementioned research findings, this study proposes five specific policy recommendations: (1) Establish a reasonable compensation equivalence, including a statutory periodic salary review mechanism, differentiated allowances, regional allowances for the Taipei metropolitan area, and an improved calculation basis for overtime compensation; (2) Implement work-life balance, psychological support, and legal protection by enhancing the confidentiality of Employee Assistance Programs (EAPs) and establishing a procurement consultation mechanism; (3) Strengthen career development, work meaning, and professional growth by optimizing person-job fit, deepening practice-oriented training, and enhancing the transparency of job vacancy information; (4) Elevate the sense of institutional fairness and career flexibility by reforming the performance evaluation system, establishing a dual-track promotion system for non-managerial positions, and relaxing restrictions on job transfers; (5) Cultivate an organizational culture and supervisory leadership style tailored to the new generation by promoting flattened communication and mentorship-based leadership. Ultimately, this study aims to provide government agencies with a systematic reference framework for talent retention, helping to elevate the stay-in-office intention of new generation public servants and ensuring the sustainable effectiveness of public governance.

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