無薪假之溝通內容、管道與內部危機溝通之效果關係

Communication Contents, Channels and Internal Crisis Communication in Non-Paid Leave

本研究以問卷調查法探討企業面臨無薪假傳聞，其使用溝通內容與溝通管道對員工內部溝通的效果問題。設計4種危機回應內容（否認、止痛、重建與尋求支撐）×3種溝通管道（公司高層說明會、e-mail＋書面公告、部門主管一對一面談）共12組問卷調查施測。研究發現企業內部危機溝通，選擇尋求支撐回應時，溝通管道採用公司高層說明會，會比e-mail＋書面公告，或者是部門主管一對一面談二者效果好。另外，重建策略能獲致較高的員工信任，且員工偏愛直接從企業高層接收到資訊。中介效果顯示：降低員工生氣是內部危機溝通之重點，企業應關注影響組織承諾因素以提高留任意願。最後，本研究以結構方程模式，建構包含恐懼、生氣、信任、組織承諾與留任意願等變項的關係模式。

Using the grapevine about non-paid leave in someone company as crisis scenario, this study contrasts the internal communication effects of 4 crisis response strategies (denial vs. diminish vs. rebuild vs. bolstering) and 3 communication channels (company executive briefing vs. e-mail plus bulletin vs. face to face conversation) in a between-subjects survey. The results show that company that does bolstering better use a company executive briefing crisis response strategy than just providing e-mail and bulletin, or using face to face conversation to inform about what happened. In addition, the results also demonstrate that the rebuild strategy can attain higher employee trust, and employees prefer to receive information directly from corporate executives. We show that medium effects are stronger than the effects of crisis response strategy, and accommodation strategies should not appear together with the written media. Furthermore, companies need to aim at reducing employees' anger in internal crisis communication, and companies should pay attention to factors that affect organizational commitment to improve the intention to stay. Finally, we establish a model of internal crisis communication, including the variables of fear, anger, trust, organizational commitment, and retention.