隨著全球資訊化、數位化的浪潮席捲而來，無論是歐美等發達國家，還是新興國家或發展中國家，都面臨著資料與數位技術發展帶來的挑戰。數字人才作為數位化轉型的核心驅動力，將成為影響數字經濟發展的關鍵因素（陳煜波等，2022），因此各國都逐漸將人才視為各國競爭力的核心資源。但同時，企業員工的離職率卻在不斷攀升。智聯招聘調查顯示，不同年齡段的白領離職率整體上都有所提高。員工離職對企業帶來的損失巨大，不僅有顯性的重新聘用員工的成本，還有隱形的培訓成本，帶來新的競爭等一系列隱形成本，因此對員工離職傾向影響因素的研究已經成為國內外組織行為學和人力資源管理學術界的關注領域之一。

本文結合了筆者所在企業的經歷，由於在公司推行失敗複盤期間經歷了多位重要員工的離職，同時，員工複盤表現又有所不同。複盤代表著分析失敗事件，並從中吸取經驗教訓避免重複失敗的發生，因此，此事件引發了員工應變能力、失敗學習與離職傾向之間的關係，以及其中的作用機制和組織在其中起到的影響等一系列研究問題。

本文在計畫行為理論的理論模型基礎上，結合文獻閱讀和實證研究，對員工應變能力對離職傾向的影響及其內在機制進行了分析與探討。本論文基於科技創業相關企業的共120名員工的問卷調查，核心內容和研究意義主要體現在以下方面：

本文旨在研究員工應變能力對離職傾向的影響及其機制，構建了一個有中介的調節作用模型。研究發現：在控制了員工的人口資訊（性別、年齡、學歷、崗位）和工作經驗的情況下，員工應變能力正向影響離職傾向，即應變能力強的員工，離職傾向更高；員工應變能力正向影響失敗學習，即應變能力強的員工，從失敗中學習的程度越好；失敗學習在員工應變能力與離職傾向之間具有部分中介作用。同時，人-組織匹配負向調節了員工應變能力對失敗學習的影響；人-組織匹配與員工應變能力的交互作用，透過員工失敗學習的中介作用影響了離職傾向，即當員工處於高人-組織匹配的組織中，高應變能力的員工，對失敗學習的正向影響作用較弱，進而對離職傾向的影響也較弱。

通過本研究，對於企業內部是否要推行員工失敗學習，或者說是複盤舉措，提供了新的思路：從常理推斷，員工應變能力強，則複盤措施可以幫助員工從失敗中學習，調整自身行為，避免重複犯錯，提高員工績效；然而本研究發現應變能力強的員工，失敗學習效果好，但同時增加了員工離職的傾向，後果可能得不償失。本研究同時發現人-組織匹配在影響員工離職的過程中發揮了重要的抑制作用。因此對於企業而言，通過組織制度與規範建設，減少員工失敗，提升員工與組織的匹配程度，對於抑制員工離職傾向具有重要的實踐意義。

With the wave of global informatization and digitization sweeping over the world, both developed countries such as Europe and the United States, as well as emerging or developing countries, are facing the challenges brought by the development of data and digital technology. Digital talent, as the core driver of digital transformation, will become a key factor influencing the development of the digital economy (Chen et al.，2022)，and thus countries are gradually considering talent as a core resource for the competitiveness of each country. However, at the same time, the turnover rate of corporate employees is rising. A survey conducted by Wise Recruitment shows that the overall turnover rate of white-collar workers in different age groups has increased. Employee turnover brings huge losses to enterprises, not only the explicit cost of re-employing employees, but also the invisible cost of training, bringing in new competition and a series of other hidden costs, so the study of factors influencing employee turnover has become one of the areas of concern in academic fields of organizational behavior and human resource management at home and abroad.

This paper incorporates the experience of the author's company, which experienced the departure of a number of key employees during the company's implementation of failure reviews, where employee review performance again varied. The review represents an opportunity to analyze the failure and learn from it to avoid repeating the failure, thus raising a number of research questions about the relationship between employee resilience, learning from failure and the propensity to leave, as well as the mechanisms at play and the influence of the organization in this.

Based on the theoretical model of the Theory of Planned Behavior, this paper combines literature reading and empirical research to analyze and explore the impact of employee resilience on turnover propensity and its underlying mechanisms. Based on a questionnaire survey of 110 employees in technology entrepreneurship-related companies, the main core content and research implications of this thesis are as follows.

The aim of this paper is to investigate the impact of employee resilience on the propensity to leave and its mechanisms, constructing a model with a mediating moderating effect. It was found that: controlling for employees’ demographic information (gender, age, education, job title) and work experience, employee resilience positively influenced the propensity to leave, i.e. employees who were more resilient had a higher propensity to leave; employee resilience positively influenced failure learning, i.e. employees who were more resilient learned better from failure; and failure learning had a partially Failure learning has a partial mediating role between employee resilience and propensity to leave. At the same time, person-organizational fit negatively moderates the effect of employee strain on failure learning; the interaction between person-organizational match and employee strain influences the propensity to leave through the mediation of employee failure learning, i.e. when employees are in an organization with a high person-organizational fit, employees with high strain have a weaker positive effect on failure learning and thus a weaker effect on the propensity to leave.

This study provides new ideas on whether or not to implement employee failure learning, or review initiatives, within companies: common sense infers that if employees are highly resilient, then review initiatives can help employees learn from their failures, adjust their behavior, avoid repeating mistakes and improve employee performance; however, this study finds that employees with high resilience have good failure learning effects, but at the same time increase their propensity to leave tendency to leave. However, this study found that employees who are more resilient learn better from failure, but at the same time have a greater tendency to leave. Also this study found that person-organizational fit plays an important inhibiting role in influencing employee turnover. Therefore it is of practical importance for companies to reduce employee failure and improve person-organizational fit through organizational systems and norm building to curb the propensity to leave.