無疆界職涯（boundaryless careers）之新觀念來自於無疆界組織（boundaryless organization）的興起，此趨勢必會直接影響到員工對於職業特性的看法。以往的員工只需要在某一特定組織內做著同一件工作任務即可，未來的員工極可能面臨新興工作型態的改變，即可能需要在不同單位或組織之間輪流調動不同的工作以符合組織內彈性人力的需求。隨著企業組織結構追求扁平化，晉升機會大幅減小，一些學者提出”進步而非晉升”的因應之道，因此，企業漸漸地鼓勵員工進行工作輪調以取代晉升所帶來的職涯發展。
本研究以國內輪調制度實施最為成熟之產業—銀行業為研究對象。本研究採取便利抽樣（convenience sampling）的方式，獲取銀行業389位曾有輪調經驗員工的回收問卷，目的在於探討影響企業實施工作輪調效益之成功關鍵因素，惟有把握住重要的原則，方能達成輪調預期效果。
透過皮爾森相關分析與階層迴歸分析，本研究得出下述幾點結論：1.「企業將輪調制度視為發展功能之定位度」、「提供輪調者訓練之支持度」與「實施輪調前後工作性質之差異性」三者是影響輪調效益的重要組織因素；2.員工之「輪調意願」是影響輪調效益的重要個人因素；3.員工的輪調意願對於組織因素與輪調效益之間的關係具有中介效果，可能會部分削弱其他組織因素對於輪調效益的影響。

The concept of boundaryless careers comes from the emersion of boundaryless organization, and this certainly has an important impact on employees’ attitude toward their jobs. In the past, employees usually perform a single function in the organization, but in the future they will be required to perform multiple functions and to be rotating among different jobs and different divisions within an organization, due to the increasing need for functional flexibility. With the rapid advancement in information and communication technology most enterprises have been adopting flat hierarchy organization approach which means fewer promotion opportunities for their employees. To resolve the lack of promotion problem scholars have suggested organization to adopt a new approach which is called “progress instead of promotion“. Hence, enterprises are increasingly encouraging employees to accept job rotation as a way to replace the effect of career development from promotion.
In this study we select domestic banks which have well established job rotation system as subjects of our study. By using the “convenience sampling” technique we received 389 usable questionnaires and by using Pearson correlation, and regression analysis to analyze these data, we found that: 1.The extent of employers using job rotation as a means of developing enterprise human resource, the extent of employers in providing employee training, and the share of company’s budget on employee training are the major organizational factors in influencing the benefits of job rotation. 2. Of all the individual factors, employee interest is the only important factor in affecting the benefit of job rotation. 3. Interactions between employee’s interest and organizational factors are immediate factors in affecting the benefit of job rotation.

一、中文部分
古今英 (2002)，台灣銀行業輪調與無輪調工作壓力源的比較研究，管理學報，2：1，pp.127-159。
徐淑琳 (2002)，我國大學圖書館館員工作輪調之研究，圖書與資訊學報，43，pp.68-79。
陳彩怡 (2003)，工作輪調對社會網絡利益、生涯成功與離職傾向關係之研究-銀行從業人員為例，私立銘傳大學國際企業學系研究所碩士論文。
莊佑康 (1997)，我國企業工作輪調實施之調查研究-以製造業與服務業為例，國立中山大學企業管理研究所碩士論文。
黃賀 (1997)，我國企業工作輪調實施現況之研究，台北：行政院國家科學委員會。
黃淑珺 (1997)，以質化研究方式探討企業工作輪調實施之利弊，長榮學報，1（1）：pp.29-44。
黃先鋒 (2005)，工作輪調、工作滿足與組織承諾相關性之實證研究，人力資源管理學報，5：4，pp.107-129。
黃英忠（1989），現在人力資源管理，台北：華泰書局，pp.219-220。
傅肅良（1989），員工激勵學，台北：三民，pp.189-190。
趙皇賓 (2002)，工作輪調對員工生涯發展結果影響之探討-以台灣國產汽車前五大製造業為例，國立中山大學人力資源管理研究所碩士論文。
二、英文部分
Anderson, J.C., Milkovich, G.T., Tsui, A.(1981).‘A model of intra-organizational mobility’, Academy of Management. The Academy of Management Review (pre-1986), 6 (4): pp.529-539.
Arya, A.(2004).‘Using Job Rotation to Extract Employee Information’, Journal of Law Economics & Organization, 20 (2) : pp.400-415.
Bird,A.(1994).’Careers as repositories of knowledge: a new perspective on boundaryless careers’, Journal of Organizational Behavior , 15 (4): pp. 325-345.
Bennett ,S.(2003). ‘Training Strategies for Tomorrow’, Bradford, 17 (4): pp.7-24.
Byars, L.L., & Rue, L.W.(1994). Human Resource Management. New York: McGraw Hill.
Campion, M. A., Cheraskin, L., & Stevens, M. J.(1994).‘Career-Related Antecedents and Outcomes of Job Rotation’, Academy of Management Journal, 37 (6): pp.1518-1542.
Fisher, Schoenfel & Shaw, D.T.,(1993). Human resource Management, McGraw-Hill, Inc, USA.
Hsieh, An-Tien , Chao, Hui-Yu .(2004).’A reassessment of the relationship between job specialization, job rotation and job burnout: example of Taiwan''s high-technology industry’, The International Journal of Human Resource Management . London, Vol.15, Iss.6: pp.1108-1123.
Hackman, J.R., and Oldham, G..R.(1976). ‘Motivation through the design of work: test of a theory’, Organization Behavior and Human Performance, 16 , pp250-279.
Hackman, J.R and Oldham, G.R.(1980).Work Redesign. Reading, A: Addison-Wesley.
London, M.(1985). Developing managers: a guide to motivating and preparing people for successful managerial career.San Francisco: Jossey-Bass.
Lincoln, J.R. and Kalleberg, A.L.(1990).Culture, Cntrol, and Commitment. New York: Cambridge University Press.
Markham. W. T., Harlan, S.L., & Hackett, E. J.(1987). Promotion opportunity in organization: Causes and consequences. In K. Rowland & G. Ferris (Eds.), Research in personnel and human resource management, 5 : pp223-287.
Mroczkowski, M., Hanaokci, M.(1989). ‘Continuity And Change In Japanese Management’, California Management Review, 31 (2): pp.39-55.
Ortega, J.(2001).‘Job rotation as a learning machine’, Management Science, 47 (10): pp.1361-1370.
Olsen, H.V.(1953). ‘Teaching the total management function through job rotation and the other ways’, Advanced Management, 18 (1): pp.19-23.
Robbins, S.P.(1995). Organization Behavior: Concept, Controversies, and Application, 7th ed., Prentice-Hall, pp.402- 847.
Rhodes, S.R., Doering, M.(1983).’An integrated model of career change’, Academy of Management, The Academy of Management Review (pre-1986); 8 (4) : pp. 631-640.
Sargent, D.S.(1953). Executive development program using job rotation, Personnel Journal , 31 (11):pp. 405-410.
Saari, L.M., Johnson, T.R., McLaughlin, S.D., Zimmerle, D.M.(1988).‘A Survey Of Management Training And Education Practices In US Companies’, Personnel Psychology, 41 (4): pp. 731-745.
Thamhain, H.J. (1992). ‘Developing The Skill You Need’. Research Technology Management, 35 (2): pp. 42-47.
Triggs, D.D., & King, P.M. (2000). ‘Job Rotation’ , Professional Safety,45 (2): pp.32-34.
Tharmmaphornphilas, W. , Norman, B.A .(2004). ‘A Quantitative Method for Determining Proper Job Rotation Intervals’, Annals of Operations Research . Basel: Vol.128, Iss.1-4: pp. 251-267.
Vloeberghs, D.; Pepermans, R.; Thielemans, K.(2005).’High-potential development policies: an empirical study among Belgian companies’, The Journal of Management Development, 24 (6): pp.546-559.
Yorder, D., Heneman, H.G., Jr, Tuynbull, JG.. and Stone, C.H.(1958).Handbook of Persnnel Management and Labor Relations. New York: MvGraw-Hill