面對局勢動盪、人工智慧技術革新及多世代職場的挑戰，組織變革已成為常態，而員工的去留亦是人力資源管理的重要議題。本研究建構一整合研究模型，旨在探討組織溝通對員工離職傾向的影響機制，納入變革壓力、組織認同與組織支持等多重心理歷程為中介變項，並進一步檢驗關懷式領導的調節作用，以理解組織溝通如何影響員工離職傾向。 本研究採網路問卷匿名調查方式，針對近一年有組織變革經歷的在職者進行資料收集，共回收有效問卷 205 份。結果顯示，組織溝通顯著負向影響變革壓力，並正向影響組織認同與組織支持。此三變項在組織溝通與離職傾向間扮演完全中介角色，調節效果上，關懷式領導顯著調節「組織認同」與「離職傾向」的關係，高關懷領導能強化高組織認同者降低離職的效果；然而對變革壓力與組織支持路徑的調節未顯著。 本研究證實組織溝通非直接影響離職傾向，而是透過降低變革壓力、提升組織認同與支持的多重中介路徑發揮作用。組織變革情境中，高品質的雙向溝通與關懷式領導風格，可有效降低人才流失。;This study examines the psychological mechanisms linking organizational communication to turnover intention. We propose an integrated research model incorporating multiple mediators: Change-Related Stress, Organizational Identification, and Perceived Organizational Support. Furthermore, the moderating role of Consideration Leadership on these relationships is also investigated. Data were collected from 205 valid responses via an anonymous online questionnaire, targeting employees who had experienced organizational change within the past year. Results showed that Organizational Communication negatively impacted Change-Related Stress and positively influenced both Organizational Identification and Perceived Organizational Support. These three psychological variables fully mediated the relationship between Organizational Communication and Turnover Intention. Moderation analysis revealed that Consideration Leadership significantly strengthens the effect of high Organizational Identification in reducing Turnover Intention. However, no significant moderating effects were found on the pathways involving Change-Related Stress or Perceived Organizational Support. This study confirms that organizational communication does not directly affect turnover intention; instead, it operates through multiple mediating pathways reducing change-related stress, enhancing organizational identification, and increasing perceived support. In the context of organizational change, high-quality two-way communication and consideration leadership style are effective strategies in reducing talent loss.
