人力資源管理領域在過去幾十年來，主張人管實務不僅應跟隨企業的總體策略方向，同時必須重視各個功能之間的協調與整合性。本研究由「人力資本」和「個人組織配過」兩個向度，提出組織的四種類型員工（夢幻員工、炸彈員工、麻煩員工，和配角員工）。藉由個案研究方式，深入探討分析個案公司A銀行在金融產業變遷及組織變革歷程上，為了生存及追求企業成長，在人力資源管理策略運用的過程。因為四種類型員工有不同程度的個人組織適配性與人力資本的組合，本研究試圖發展四個命題，探討其對個人績效和組織可能帶來的影響，提供後續研究參考。

The field of human resource management has for the past few decades, advocated that an organization's human resource practices must not only follow the company's overall strategic direction, but also attend to, and ensure, the coordination and integration between each of its functional parts. The present case study analyses employees from two different dimensions: individual human capital and person-organization fit. The combination of these two dimensions resulted in four types of employees: ideal employees, bomb employees, troublesome employees and supporting employees. This case study presents the analysis of ＂A＂ Bank's industrial and organizational change process, as well as various human resource management practices adopted by the organization in order to achieve sustainability and ensure their future development. Because each of the four types of employees we propose here have different levels of combined individual human capital and person-organization fit, we further develop four propositions that will help to explore their potential impacts on both individual and organizational performance, which may also open avenues for further research.