工作輪調常被認為是一種工作中訓練（ on-the-job training ），經由員工職務 上的輪流調動以增廣員工的歷練，這種歷練通常是員工升任較高職務時所必需的。 本研究採用質化研究的方式，由文獻探討與個案深入訪談兩方面進行，對我國八家知名企業 的工作輪調情形做深入探討，經由此研究，期能在工作輪調制度的建立上提供符合我國國情 與需要的一些建議。 本研究之研究結果如下： 一、實施工作輪調制度之有利影響包括工作豐富化、擴大化、人員激勵，增加升遷機會；培 育全方位經營及國際經理人才，有效運用人力資源；革新工作風氣，避免派系營私等。 二、實施工作輪調制度之不利影響包括短期因原有作業習慣改變，必須重新學習，員工可能 因此產生抗拒心理，而重新學習耗費時間，甚至因輪調導致熟練度降低所產生的生產效率下 降情況會影響業務推進，並造成訓練及生產成本的增加；認為工作輪調會失去原部門內之優 秀部屬等。

　　　　　Job rotation is usually considered as an on-the-job training. It involves moving employees from one job to another for the purpose of giving them broader experience. This breadth of knowledge is often needed for performing higher level tasks. The study is an exploratory research. By doing literature review and adopting qualitative research method, eight cases have been studied and interviewed in depth. The purpose of this research is to investigate how and to what extent the job-rotation program has been practiced by the Taiwan companies. The primary merits of job-rotation include job enrichment, job enlargement, providing employee motivation, increasing chances of promotion, equipping managers with broad experiences and international perspectives, effective human resource utilization, reviving enterprise culture, and preventing formation of self-seeking groups. On the other hand, extra training, lower efficiency, higher costs, and employee reluctance are the main demerits.