觀光餐旅產業在台灣已成為一個日益興盛的產業，由於大環境對於觀光餐旅產業看好，反應出人才培育的觀光餐旅系所快速成長，有愈來愈多觀光餐旅背景的碩士畢業生投入相關產業就業市場。然而，觀光餐旅業員工離職率一直是高於其它產業，尤其是具高學歷的員工。過往離職因素研究大都僅從「橫斷面」（cross-sectional）切入（以在職者為樣本），少有研究從「縱斷面」（longitudinal panel）角度進行離職因素之追蹤，事實上離職因素受到個人學習成長歷程及組織內、外在環境影響，會有階段性的變化。
本研究針對臺灣23個觀光餐旅系所共236位碩士二年級畢業生進行離職因素二年縱向追蹤分析，第一年調查時間為其在學期間學習專業技能開始（碩士二年級），待同一群樣本畢業後進入產業任職期間再進行第二年調查，從不同階段調查其離職因素變化。研究結果顯示「工時」、「薪資」、「產業本身」及「其他」四個與離職相關因素，會受到時間變化產生顯著差異；比較第一年與第二年前十個可能造成碩士員工離職之因素，「薪資太低」、「與同事不合」、「工作時間長」、「升遷慢」、「身體無法負荷」、「與主管理念不合」、「工作沒有發展性」維持不變，而第一年的「没有挑戰性無成就感」、「工作與獲取不對等」、「要輪班」等離職因素，到了第二年則變成「找到更好的發展機會」、「個人職涯規劃(當老師、創業...)」及「工作壓力大」。且觀光餐旅碩士員工受到來自工作內容、工作環境與職涯便利性等現實衝擊對離職傾向有正向影響。

Tourism and hospitality industries have become a prosperous business in Taiwan. In a similar fashion, the popularity of tourism and hospitality programs in Taiwan has been evident by their growth. The numbers of the programs and enrolled students have increased rapidly in recent years. However, the employees’ turnover rate in tourism and hospitality is evidently higher than other industries. Despite the vast quantity of literature addressing turnover factor, the issue is far from clear. This is mainly because most of the prior studies examined the turnover factor from the perspective of “cross-sectional”. Typically, employees’ turnover factors are influenced by numerous reasons, such as the history of learning and the external/internal environment of organization, it will be changed by stages.
This present study intends to employ a two-year “longitudinal panel study” to trace the turnover factors of 236 masters in tourism and hospitality programs from student period (first wave) to employment period (second wave). The result of study showed turnover factors of “work times”, “pay”, “nature of the industry ”, and “another” differ significantly before a student completes his postgraduate study and after entering the job market. To comparative top ten turnover factors between first and second wave. There are seven factors still being from first to second wave, included「Low pay」、「Can`t get along with colleagues」、「Long work hours」、「Promoted slowly」、「Unaffordable「physical loading」、「With supervision beliefs differences」、「None job development」. There are three factors in first wave-「No challenge and achievement」、「Unbalance job and gain」、「Shift work」. They were changed to「Better development opportunity」, 「Personal career planning (as teacher, Create business…)」, and 「High work press」in second wave. The job content、job context and career facilitation of reality shock will positively affect new recruit’s turnover intention.

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