摘 要 在全球人才流動日益頻繁與勞動市場結構轉型的背景下，企業人力資源管理逐漸由傳統「留才」思維轉向「人才循環」策略，其中離職員工回任（Boomerang Employees）已成為重要且具策略價值的人才來源。然而，既有研究多聚焦於員工離職與留任機制，對於離職後回任意願之形成歷程仍缺乏系統性與整合性的探討。基於此，本研究建構一整合性理論模型，探討影響離職員工回任意願之關鍵因素及其內在心理機制。本研究以工作鑲嵌為自變項，工作意義與組織懷舊為中介變項，回任意願為依變項，並納入雇主品牌作為調節變項，從認知與情感雙重視角分析員工回任決策歷程。 研究採問卷調查法，以具備離職經驗之工作者為研究對象，共回收有效樣本516份。研究結果顯示：(1)工作鑲嵌對員工回任意願具有顯著正向影響，顯示員工過往與組織之連結深度為驅動回任行為的重要基礎；(2)在認知路徑上，工作意義於工作鑲嵌與回任意願之間具顯著中介效果，顯示離職者對過往工作價值之理性認同，能轉化為重返組織之內在動機；(3)在情感路徑上，組織懷舊之中介效果未達顯著，(4)雇主品牌對組織懷舊與回任意願之關係具有顯著正向調節作用，顯示懷舊情感需在正向雇主品牌支持下，方能有效轉化為回任動機。本研究從認知、情感與情境三重視角，補足回任意願研究之理論缺口，並為企業在人才再招募與校友關係管理上提供實務參考依據。;ABSTRACT Against the backdrop of increasing global talent mobility and structural transformations in the labor market， human resource management has gradually shifted from a traditional “talent retention” mindset to a “talent circulation” strategy. Within this context， the return of former employees (boomerang employees) has emerged as an important and strategically valuable source of talent. However， existing studies have largely focused on employee turnover and retention mechanisms， leaving the formation process of post-exit intention to return remains underexplored from a systematic and integrative perspective. Accordingly， the study develops an integrated theoretical model to examine the key factors influencing former employees’ intention to return and the underlying psychological mechanisms. Specifically， job embeddedness is treated as the independent variable; the meaning of work and organizational nostalgia are included as mediating variables; boomerang intention serves as the dependent variable; and employer branding is incorporated as a moderating variable. The model analyzes the return decision-making process from both cognitive and affective perspectives. A questionnaire survey method was employed， targeting individuals with prior resignation experience， yielding a total of 516 valid responses. The findings reveal that: (1) job embeddedness has a significant positive effect on boomerang intention， indicating that the depth of past connections with the organization serves as a critical foundation for return behavior; (2) in the cognitive pathway， work meaning significantly mediates the relationship between job embeddedness and intention to return， suggesting that former employees’ rational recognition of the value of their past work can be transformed into intrinsic motivation to rejoin the organization; (3) in the affective pathway， the mediating effect of organizational nostalgia is not significant; and (4) employer branding significantly and positively moderates the relationship between organizational nostalgia and intention to return， indicating that nostalgic emotions can only be effectively translated into return motivation when supported by a positive employer brand. By integrating cognitive， affective， and contextual perspectives， this study addresses theoretical gaps in the literature on intention to return and provides practical implications for organizations in talent re-recruitment and alumni relationship management.
