領導者語言型態對內部溝通之影響－－以員工工作滿意度與工作績效為核心

The Effects Generated by the Leader's Language Types on Internal Communication - Focusing on the Employee's Job Satisfaction and Job Performance

近年來企業的人力資源管理已從側重人事行政作業的傳統，發展到強調員工溝通以及員工關係的層面。因此，企業組織的內部溝通部門與人力資源部門逐漸相互配合，共同推動提昇人力素質的內部溝通計劃，俾從組織內部溝通的層面增進員工的工作滿意度與工作績效。Sullivan發展出的「激勵語言模式」，旨在訓練主管經由與部屬的語言溝通，強化其工作滿意度與工作績效。這個模式逐漸被認為成效良好而適合應用於企業的提昇人力素質的內部溝通計劃之中。不過，目前臺灣尚未就「激勵語言模式」對員工的工作滿意度與工作績效之影響，作過嚴謹的實證研究。因此，本文採取縱貫式實場實驗法（Longitudinal Field Experiment）檢測「激勵語言模式」的效果。經由實驗結果統計分析發現，「激勵語言模式」確實對員工的工作滿意度與工作績效會產生顯著的正面影響。

In the recent years, the corporate organization's human resource department has been shifting its emphasis from traditional personnel administration to the new dimension of employee communication and relations. In line with this trend, more and more human resource departments are moving toward cooperation with internal communication departments to conduct so-called 'Quality Communication Initiative' (abbreviated as QCI), which features putting internal communication efforts into enhancing the employee's job satisfaction and job performance. The 'Motivating Language Model' developed by Sullivan is aimed at training the corporate executives in the field of language communication with employees in order to enhance the employee's job satisfaction and job performance. This model has been gradually regarded as an effective training method for QCI. However, rigorous empirical studies have yet to be conducted on its effectiveness for the use of corporate organizations in Taiwan. Therefore, the longitudinal field experiment method was adoptedin the current study, testing the effect of the 'Motivating Language Model'. Through statistical analysis of the experiment result, positive effect of this model at a significant level was found on the employee's job satisfaction and performance.