本研究欲從二十一世紀現代工作者，因配合任職組織的發展或個人為提升工作就業力，而展開的職涯發展與移動的狀況進行調查分析。工作者選擇職涯移動的方式，可能會受到組織發展需求的引導或個人職涯成長選擇而展開。依據相關就業力文獻，工作者選擇提高就業力的發展活動可分為六項(Nelissen etal., 2017)，而此六項是與就業力開發過程模型(Forrier et al., 2009)的三種方式確定相關的發展活動。本研究從第二種開發方式-工作轉換模式(Job transitions)的向上工作轉變(Upward job transition)與橫向工作轉換(Lateral job transition)兩類進行延伸，再分為組織內或組織外兩面向進行研究；探討工作者是否會因曾歷經 過上述四種工作轉換的經驗，因而感知到個人內部就業力或外部就業力的提升，影響到工作者的離職傾向？ 從本研究結果發現，只有在組織內向上工作轉變的職涯移動方式，才會對內部就業力有正向顯著影響；且無論是向上或橫向的職涯移動方式，內部就業力都能有效降低員工的離職傾向。 而可惜的是，此研究結果不論是組織內或組織外的橫向工作轉換的職涯移 動方式，對內部就業力或外部就業力均無顯著性的影響。經分析推論應是受到問卷設計的限制或抽樣方式的限制，無法從此研究來驗證出橫向工作轉換的職涯移動方式與就業力之間的關係。 綜合以上，雖然本研究僅能支持組織內向上工作轉變，即傳統向上晉升模 式與就業力、離職傾向間之關係；但因為提升員工發展和就業力方面，組織需扮演重要的參與者及支持者，所以仍須思考如何配合組織發展或彈性需求進行人才發展的規劃，以提升員工的就業力及企業整體競爭力。;This study intends to investigate and analyze the career development and mobility of employee in the 21st century, they are follow the needs of organization development or try to enhance themselves employability. The way they choose to develop into different careers, which may affected by organizational development needs or their career growth needs. According to the relevant employability research, there are six development activities can help employee to enhance their employability (Nelissen et al., 2017), and these six development activities are related to the three-way to determination of the Employability Development Process Model (Forrier et al., 2009). This study extend the second development method-the upward job transition and lateral job transition,and divide into intra-organizational or extra-organizational in further. Through the study we want to realize the workers’ turnover intentions will been affected by perceive improvement of personal employability or not after they experienced in upward job transition or lateral job transition? The results of this study only have a positive and significant impact on internal employability by the way of upward job transition within the organization, and internal employability can effectively reduce employees′ turnover intention after upward or lateral transition. It’s a pity that the results of this study have no significant impact on internal or external employability, regardless of whether the lateral job transition within the organization or outside the organization. Due to the limitation of questionnaire design and sampling method, it is impossible to verify the relationship between lateral job transition and employability from this research. Although this study only support the relationship in the traditional upward promotion model, employability and turnover intention. Organizations are important participants and supporters in improving employee development and employability. Therefore, it is still necessary to think about how to plan for talent development with organization development and flexible needs to enhance the competitiveness of the enterprise.
