在人口紅利逐漸消失，未來人口負擔越趨沈重的時代背景下，本研究針對中高齡的勞動參與率漸升，但其就業力仍然容易衰退之議題，以社會情緒選擇理論及資源保存理論，了解中高齡員工的心態轉換、資源流失會如何影響職場中的發展，更結合工作要求與資源理論，來探討中高齡員工對於工作要求及資源的知覺是否能幫助他們在職場中成功發展，並增進他們的就業力。本研究以台灣 443 位中高齡員工作為研究樣本，採用問卷法進行研究發現，職場成功老化在職涯未來時間觀與就業力間具有中介作用，且三變項間為正向影響關係。此外，高工作資源能增強職涯未來時間觀與職場成功老化之間的正向關係，使中高齡員工更容易達成職場成功老化，並透過職場成功老化程度的改善，更加推升了中高齡員工於勞動市場上的就業力。最終提出管理意涵及未來建議，期望研究結果可以在企業中發揚光大，應用於中高齡員工的個人發展計畫、培訓計畫、職涯或退休諮詢等，讓企業可以找到方法引導組織內的中高齡員工，確實改善他們的職涯發展歷程，讓他們能夠持續在勞動市場中發光發熱，為企業及社會持續創造價值。;In the context of the gradual disappearance of the demographic dividend and the increasing burden of the population, this research focuses on the problem that the labor participation rate of the middle-aged and the elderly is increasing, but its employability is still declining. Using socioemotional selectivity theory and resources theory to understand how middle-aged and elderly employees’ mentality changes and resource loss will affect the development of the workplace, and combine Job Demand and Resource theory to explore whether middle-aged and elderly employees’ perception of JD\JR can help them develop successfully in the workplace and increase their employability. This study uses 443 middle-aged and elderly employees in Taiwan as a research sample and uses the questionnaire method to conduct research. It is found that successful aging in the workplace has a mediation effect on the Occupational Future Time Perspectives (OFTP) and employability, and there is a positive relationship between these three variables. In addition, high Job Resources can enhance the positive relationship between the OFTP and Successful Aging at Work (SAW), making it easier for middle-aged and elderly employees to achieve SAW, and through the improvement of the degree of SAW, it further promotes the middle-aged and elderly employees’ employability in the labor market. Finally put forward management implications and future recommendations, hoping that the research results can be carried forward in the enterprise, and applied to the personal development plan, training plan, career or retirement consulting of middle-aged and elderly employees, so that the enterprise can find ways to guide the middle-aged and elderly people in the organization. Senior employees have indeed improved their career development process, allowing them to continue to shine in the labor market and continue to create value for the company and society.
