本研究旨在探討中壯年高科技管理職的離職後的動態及後續規劃。利用滾雪球方式找到 17 位符合研究條件者，並且由研究者進行半結構式的深度訪談。甚麼動機和考量，促使處於職業生涯黃金時期的管理職願意放棄他們職場所努力擁有的一切做出離職的決定？研究歸納顯示中壯年高科技管理人員的離職動機非單一，而是由多重動機因素所驅動，其中包括工作環境、家庭因素、健康問題及個人自我實現的需求；此外，工作成就感的降低及符合工作滿 25 年的退休條件，也是他們選擇提早退休的重要因素之一。科技產業重要人力資產，離職後的規劃，是否被成為遺忘的一群？研究結果同時顯示，因多重動機原因離職的中壯年高科技管理人員，因在長期面對高壓工作後選擇離職或提早退休，其離職動機與離職後的生活規劃呈現相互影響的關聯性。初期離職者多傾向於追求一種簡單自在的生活以釋放過去的壓力和陪伴家人為主。然而，根據受訪者的反饋，因財務自由，這些管理人員在享受離職蜜月期後，對再就業並不積極；但部分為追求自我實現而離職者則希望創業或從事自己感興趣的工作；而大部分再就業者則選擇相關專業經驗的非高壓職位，如教學、顧問和專案職位。進一步分析顯示，50 歲後離職者和職位越高者再就業意願越強，職位較低者多選擇學習新知識和發展興趣；50 歲前離職者則多選擇陪伴家庭和享受自在生活。本研究因研究對象人數限制（男 16、女 1）及僅對單一企業調查，故未能全面涵蓋和解釋中壯年高科技管理職離職動機及離職後規劃之全貌，未來研究應針對上述限制進行改善，以獲得更多和更全面的資料。未來，政府在制定人力策略時，應利用這些高科技退休的專業管理人才，協助科技教育扎根，並為中小企業管理需求和生產技術提升提供優質人力支援。學術界可延伸研究社會團體結合這些管理層的能力，鼓勵他們參與社會活動，規劃健康樂活的生活方式，實現在地活躍老化的目標，促進社會和諧與互助，並有效運用他們豐富的專業管理經驗。

This study investigates post-turnover dynamics and life planning among middle-aged managers in the High-Tech Industry through semi-structured interviews with 17 participants identified via snowball sampling. The results that the primary motivations for turnover include the work environment, family, health, and self-actualization; reduced job satisfaction and eligibility for retirement after 25 years were also significant factors. These managers, influenced by various factors and long-term high-pressure, chose to turnover or retire early, initially opting for a simpler life to relieve stress and accompany family. Interviews revealed, financial independence led to a conservative approach toward reemployment, some people who pursue self-realization hope to start a business or engage in interesting work; most reemployed individuals chose positions that matched their experience and were less stressful. Further analysis that individuals over 50 and those in higher positions had more willingness to reenter the workforce, whereas those in lower positions often pursued new knowledge and interests; those who left before 50 often chose to accompany family and enjoy a relaxed lifestyle. The limited participant number and focus on a single company; suggest that future research should expand the sample size and include more companies and demographics to fully understand the turnover behaviors and life plans of middle-aged managers in the High-Tech Industry. The government and academia can consider utilizing these turnover managerial talents for technology education, business management and social activities, providing quality human resource support to promote social mutual assistance, and achieving active aging.

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