本研究將以中高齡員工的未來時間觀為出發點，探討中高齡員工在社會情緒選擇理論下的未來時間觀如何影響其後期職涯敬業度及退休意圖，針對中高齡員工的未來時間觀，這是反映中高齡員工對其剩餘生命時間的感知與評估，並探討中高齡員工基於資源保存理論的人力資源管理措施在中高齡員工的工作意願中產生的調節效果，探究這些措施能否助於員工維持較高的職涯敬業度，還可以延後其退休意圖，特別是在員工感知到未來時間觀縮短的情況下，期盼能夠幫助企業了解實施更有效率的人力資源管理措施留任中高齡員工，並提供未來更多研究方向。
研究對象為台灣企業中年齡在45歲(含)以上的中高齡在職員工，採用網路方式發放問卷，為了避免共同方法變異，研究採取了分兩階段發放問卷的策略，最終獲得了225份有效樣本。本研究將利用量化方法來分析數據，確定未來時間觀、後期職涯敬業度、退休意圖以及人力資源管理措施之間的具體關係和相互作用，通過問卷調查，收集涵蓋不同行業的中高齡員工的數據，本研究希望通過研究結果提升企業實施中高齡員工人力資源管理措施的意願，修正訂定中高齡員工人力資源管理措施的面向，企業可以為中高齡員工重新設計工作職責，提供挑戰性任務、工作輪調、新技能訓練、相互的學習機會以及平等的升遷機會，以支援其職涯發展和平滑過渡至退休，從而提高他們的職涯敬業度，並延後其退休意圖，不僅可以為企業帶來寶貴的經驗與能力，還可以降低企業的人力成本，並促進企業的永續發展。
研究探討中高齡員工的未來時間觀與後期職涯敬業度、退休意圖之關聯性，及企業人力資源管理措施的調節效果，研究結果顯示，未來時間觀與後期職涯敬業度呈正相關，與退休意圖呈負相關，企業的人力資管理措施雖未對這兩者關係產生顯著調節效果，這可能暗示傳統人力資源管理措施未能充分考慮中高齡員工需求，未來需重新設計以更有效提升其職涯敬業度和調整退休意圖的人力資源管理措施。

This study examined the influence of future time perspective (FTP) on late-career engagement and retirement intentions among middle-aged and older employees within the framework of socioemotional selectivity theory. FTP reflected employees' perception and evaluation of their remaining lifetime. The study also explored the moderating effect of human resource management (HRM) practices based on the conservation of resources theory on these employees' willingness to work. Specifically, it investigated whether these HRM practices could help employees maintain higher career engagement and delay retirement intentions, especially when they perceive a shortening FTP. The aim was to provide enterprises with insights into implementing more effective HRM practices to retain older employees and suggest future research directions.
The study targeted employees aged 45 and above in Taiwanese enterprises. Data were collected via an online questionnaire distributed in two phases to avoid common method variance, yielding 225 valid samples. Quantitative methods were used to analyze the data and determine the specific relationships and interactions between FTP, late-career engagement, retirement intentions, and HRM practices. The findings aimed to enhance enterprises' willingness to implement HRM practices for older employees, revise the aspects of these measures, and provided better support for their career development and smooth transition to retirement. This included redesigning job responsibilities, offering challenging tasks, job rotation, new skill training, mutual learning opportunities, and equal promotion opportunities, thereby increasing their career engagement and delaying retirement intentions. Such practices could bring valuable experience and capabilities to enterprises, reduce labor costs, and promote sustainable development.
The study reveals that FTP is positively related to late-career engagement and negatively related to retirement intentions. However, HRM practices did not significantly moderate these relationships, suggesting that traditional HRM measures might not adequately address the needs of older employees. Future HRM practices needed to be redesigned to more effectively enhance their career engagement and adjust retirement intentions.

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