在這個多變性(volatility)、不確定性(uncertainty)、複雜性(complexity)且模糊性(ambiguity)的VUCA時代，企業經營不易，要有高績效靠的就是高績效的員工。但要讓高績效員工對組織有忠誠度是非常不容易的，每個員工心中都有一封離職書，等待霸氣丟出來的時機！
高績效員工主動積極，做事充滿企圖心，又熱衷學習，對自己很忠誠，對企業則不然。然而企業需要高績效員工，他們能形塑組織文化、樹立學習標竿、有效提升績效，是公司組織的核心，更是公司寶貴的資產。人才爭奪戰永不停歇，即使企業砸下重金，以提高薪酬做為手段來留住人才，但最後常常發現人才還是留不住。誘之以利可以留住人，卻留不住心；動之以情可以留住心，卻留不住人。如何在「利｣與「情｣之間取得均衡，是門技術，更是一門藝術。
個案公司的高績效員工僅占2%，是菁英中的菁英，本研究之目的是探討高績效員工留任與離職因素，然而葉子的離開是樹的不留，還是風的強求。希望能透過個案公司的研究找到關鍵因素，並建立提升高績效員工留任之具體做法。
本論文依高績效員工留任與離職議題進行文獻探討後，依文獻所得出之方向進行員工深度訪談，綜合文獻探討與員工深度訪談之結果歸納出高績效員工留任與離職的「三大動力｣，向上動力、干擾動力與前進動力！
向上動力：有學習、有挑戰、有成就
干擾動力：不公平、不合理、不愉快
前進動力：高薪資、高獎金、高福利
企業如能提高向上動力、減少干擾動力並增加前進動力，即能有效提升留任率。

It is difficult to run a business in a generation with volatility, uncertainty, complexity, and ambiguity (VUCA). One of the critical factors to building a high-performance organization is engaging high-performed employees. Nevertheless, it is also challenged to keep them loyal to the organization. Every employee has his or her own resignation letter waiting for sending in a right timing bravely.
High-performed employees are aggressive, ambitious, learning orientated, but they are also loyal to themselves rather than to companies. However, companies need high-performed employees to shape organizational culture, build benchmarks and even increase benefits. They are not only the core of companies but also valued assets. Competition in human resources never ends. Companies hardly retain high-performed employees even by raising more compensation. We can keep them by benefits but hearts; we can retain them by sentiments but not for long-term. It is a skill, even art to reach a balance between benefits and sentiments for retention.
In the thesis, only 2% of employees are rated as high-performed employees in the case company, of course, they are absolutely the elites in the company. The purpose of the research is to explore the reasons for leaving and retention of high-performed employees. We hope to build practical ways to increase retention of high-performed employees by the critical elements finding out in this case.
We conducted in-depth interviews with the employees based on the literature reviews of high-performed retention and reasons for leaving, then summarized 3 critical factors of the reasons for retention and leaving by induction, upward motivations, interfering factors, and moving forward motivations.
Upward Motivations: Learning, Challenges, Sense of Accomplishment at Work.
Interfering Factors: Unfairness, Unreasonable, Unpleased.
Moving Forward Motivations: High Compensation Package, High Bonus, High Benefits.
An organization can effectively increase retention by enhancing upward motivations and moving forward motivations, then decreasing interfering factors.

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