本研究旨在探討台灣航空業中空服員對雇主品牌的知覺、工作滿意度的形成，以及其留任意願背後的原因與考量因素。航空產業以高度服務導向、情緒勞動密集與不規律工時著稱，使員工體驗在留任決策中具有關鍵影響。因此，本研究採用質性研究設計，透過半結構式深度訪談蒐集資料，共訪談六位服務於不同航空公司的現任空服員。研究結果顯示：外部雇主品牌形象與航空公司的整體聲譽仍是吸引員工加入的重要因素，但實際工作中的內部雇主品牌體驗，如組織文化、團隊支持、評核制度與管理方式，更直接影響員工的工作滿意度與留任意願。訪談亦指出，工作排班彈性、探索世界的生活方式以及良好的同儕互動可提升留任動機；然而，時差疲勞、身心健康負擔、階層文化與職涯成長受限則為促使員工考慮離職的主要誘因。整體而言，研究凸顯雇主品牌需同時兼顧外在形象與內在體驗，方能有效支持空服員的工作滿意並提升留任意願。本研究結果可作為航空公司人力資源管理與留才策略之參考。

This study explores how employer branding influences job satisfaction and intention to stay among cabin crew in Taiwan’s airline industry. Using qualitative, in-depth interviews with six flight attendants from different airlines, the research identifies key factors shaping attraction, retention, and turnover intentions. Findings show that employer branding affects employees both symbolically and through daily work experiences. Positive brand reputation, supportive culture, and meaningful social interactions enhance job satisfaction and strengthen commitment. In contrast, misalignment between branding and reality, health concerns, emotional strain, and limited career development contribute to turnover intention. The study highlights the importance of authentic employer branding and supportive organizational practices in sustaining retention within the aviation sector.

Keywords: employer branding, job satisfaction, intention to stay, turnover intention, Taiwan airline industry, aviation service industry

Table of Contents
Thesis Validation Letter i
摘要 ii
Abstract iii
Table of Contents iv
Table of Tables vi
Chapter1: Introduction 1
1.1 Research Background 1
1.2 Research Question and Objectives 3
Chapter 2: Literature Review 5
2.1 Employer Branding 5
2.2 Job Satisfaction 10
2.3 Organizational Commitment Theory 11
2.4 Conceptual Framework 12
Chapter 3: Methodology 14
3.1 Research Design 14
3.2 Sampling and Data Collection 15
3.2.1 Sampling 15
3.3 Data Analysis Procedure 22
3.4 Trustworthiness and Ethical Considerations 23
Chapter 4: Findings and Discussion 28
4.1 Introduction 28
4.2 Attraction to Airline Employer 29
4.3 Retention Motivators 31
4.4 Turnover Triggers 33
4.5 Employer Branding & Retention Perception 34
4.6 Summary 36
Chapter 5: Conclusion and Recommendations 39
5.1 Overview of the Study 39
5.2 Discussion of Key Findings 40
5.3 Theoretical Implications 41
5.4 Practical Recommendations 42
5.5 Limitations and Future Research 44
References 46
Appendix 66

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