面臨創新不斷的產業趨勢與組織轉型，日漸成為職場主力的Y世代員工之人力資源需求亦走向複雜。本研究藉由與臺灣六家企業的人力資源主管作深度訪談，探討企業對Y世代員工的特性觀點，以及其就相應特性與資源制訂的人資專案，了解現行措施的關鍵推行與障礙因素，以期作為日後Y世代員工管理之參考。 本研究發現，Y世代員工於科技生活中發展出追求挑戰、工作意義，以及工作與生活平衡的獨特思維，形成了高人才流動率的問題；而Y世代員工措施會因資源與利害關係人之支持而受限，故企業應作工作系統與授權之革新，以利Y世代員工發揮資訊力；另外，人資部若採以適切的溝通與完善的培訓規劃，則能強化組織文化與非財務誘因，達成跨世代對相關措施的共識，以利人資部推行之。 / The facing of industry trends and innovative organization has gradually made the main force of the Generation Y’s workplace human resource needs become increasingly complex. In this study, six human resources managers of Taiwanese enterprises were subjected to in-depth interviews discussing the characteristics of the enterprise viewpoint of Generation Y, as well as their respective characteristics and resources on the development of human resource projects and the understanding of the implementation of existing measures and key obstacles in order for the considerations of future management for Generation Y. The study found that, the development of Generation Y in not only pursuit of scientific and technological challenges of life, but also the meaning of work, thinking and unique work-life balance, all formed a high turnover of personnel issues. Additionally, Generation Y measures was limited by resources and by support for the interested party, so companies should adopt a working system and authorization of innovation for the benefit of Generation Y’s information ability. In addition, if the human resources sector adopts an appropriate communication and comprehensive training plan, it can strengthen organizational culture and non-financial incentives, aiding to reach an intergenerational consensus across generations of related measures to facilitate human resource implementation.