過去有關美髮設計師離職傾向相關的研究較少，不易了解服務提供者，即美髮設計師離職的真正原因，是個人的因素亦或是組織的因素？且美髮設計在養成的過程至少二年半甚至三年的時間，公司必須花費許多有形與無形的成本，離職傾向是一個嚴重的問題，特別是與高勞動力的美髮業，一位美髮設計師離職，等於是公司損失了人才與成本。而且過去探討美髮設計師離職傾向相關研究中，較少以美髮業經營管理者的角度來探討。
本研究在控討以美髮業經營管理者所服務的名留集團，了解名留集團美髮設計師離職與回任的理由，以質性研究，半結構試訪談法來進行，共訪談10位曾經在名留集團服務過的美髮設計師，其中離職組5位即目前已離開名留而現在仍從事美髮業工作之美髮設計師，回任組5位即曾經離開名留而目前回任名留之美髮設計師。本研究於取得受訪者的同意進行錄音，與每一位受訪者訪談時間約在70至80分鐘左右完成。將訪談錄音內容書寫文字稿，再將訪談大綱分門別類之後，再進行資料的分析、歸納整理。訪談進行採開放性、輕鬆方式進行，讓受訪者在訪談中能對訪談問題自由表達想法，以萃取出豐富的研究資料。
經由文獻回顧與語意分析後，整理結果如下：美髮設計師離職傾向涵蓋範圍有「個人因素」、「人際關係」、「組織因素」三構面。「個人因素」包含難以融入團隊、志向未定、角色衝突三個準則。「人際關係」包含主管領導、同事關係二個準則。「組織因素」包含教育訓練、工作環境、工作滿足三個準則。
最後再依據研究結果進行逐字稿之分類與分析，以萃取出訪談概念和類別，進行個案分析，最後提出管理意涵並對公司組織提出建議，以降低美髮設計師之離職率，為組織永續經營做為參考依據。

In the past, there were few studies on the turnover tendency of hairdressing designers, therefore, it was not easy to understand the real reasons for hairdressing designers to leave. It takes at least two and a half years or even three years to develop a professional hairdressing designer. The company must spend a lot of tangible and intangible costs. The tendency to resign is a serious problem, especially in the hairdressing industry with a high labor force, which is equivalent to the loss of talents and costs to the company. Moreover, in the past, in the research on the turnover tendency of hairdressing designers, it was rarely discussed from the perspective of managers in hairdressing industry.
This research is to discuss the reasons for the resignation and return of the hairdressing designers of the Minliu Group, which is served by the managers of the hairdressing industry. It is conducted by qualitative research and semi-structured trial interviews. A total of 10 interviews have been conducted. Among them, 5 of the leaving group are those who have left Mingliu and are still working in the hairdressing industry; and the other 5 belonging to the returning group have left Mingliu and are currently returning to Mingliu. This study was recorded with the consent of the interviewees, and the interview time with each interviewee was about 70 to 80 minutes. After interview, the researcher write the text of the recording content, divide the interview into different categories, and then analyze, summarize and organize the data. The interviews were conducted in an open and relaxed way, allowing the interviewees to freely express their thoughts so as to extract rich research data.
After conducting literature review and semantic analysis, the results are as follows. There are three dimensions for hairdresser's turnover intention including “personal factors”, “interpersonal relationships”, and “organizational factors”. “Personal factors” involves three criteria: difficulty in integrating into the team, undecided aspirations, and role conflicts. "Interpersonal relationship" includes two criteria: supervisory leadership and colleague relationship. "Organizational factors" contains three criteria: education training, working environment, and job satisfaction.
Finally, according to the research results, first, the verbatim classification and analysis are carried out to extract the concepts and categories of the interviews. Second, the researcher would conduct case analysis, and make suggestions on the company’s organization to reduce the turnover rate of hairdressing designers as a reference basis.

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