獲評為2006年最佳企業雇主之企業,其中很重要一項原因是這些企業都很重視員工溝通,本研究目的主要在深入探討其中一家企業,福特六和汽車公司,在面對激烈競爭市場環境,以及發展前景普遍不被看好的汽車產業,這家公司究竟在企業內組織溝通及勞資關係上是如何運作,以及有哪些具體措施及作法能夠讓這家公司的員工及工會對溝通感到滿足,進而表現出對公司的高度認同感。研究結果希能提供企業制定人力資源管理溝通制度時之參考。本研究結論有以下幾點: 1.多元化的溝通管道及高頻率的溝通,滿足了員工在溝通上之需求,重視組織溝通,也重視勞資溝通,更能提高員工滿意度並促進和諧勞資關係。 2.要確保溝通程序及流程是否有被有效落實執行,責成專責單位(如人力資源部門)負責跟催及追蹤將使溝通制度更加有效。 3.具體作為是最有效的溝通:溝通往往只是訊息的傳遞,意念表達,如能配合具體的組織行動與作為,更能讓被溝通的對象深信不疑,而達到有效溝通。 4.良性勞資互動及充分勞資溝通可增進良好的勞資關係,而良好的勞資關係則有賴資方與工會建立互信及互相尊重的溝通環境。勞資溝通與組織溝通一樣重要,勞資溝通如果順暢有效,則對於組織溝通之有效性將產生相加相乘效果。
Ford Lio Ho Motor Company was selected as one of the Best Employer in Taiwan in 2006, one of the major reasons for winning this award is that the company pay a lot efforts on employee communication. This research is try to find out the best practices of this company in terms of organizational communication and labor-management relationship. Conclusions of this research including: 1.More diversified communication channel and high frequency of communication could satisfy more on employees’ communication needs. 2.Assign a specific function or person to monitor implementation of communication system and follow up the result will ensure the effectiveness of the communication. 3.Action is the most effective communication method 4.Good communication between the labor andthe management will help improve the effectiveness of the organizational communication. Mutual trust and respect are the fundamental for sound labor-management relationship.