近年組織縮編已成企業常態管理策略，其引發之結構動盪常導致留任員工離職意願攀升。過往研究多偏重穩定營運環境，鮮少整合對稱式溝通與組織認同建構預測架構，更缺乏跨情境對比。有鑑於此，本研究旨在探討對稱式溝通對離職意願之影響，建構以組織認同為中介變項、情緒智力為調節變項之模型，並透過雙群體對比設計，檢定常態基準與組織縮編情境下之路徑限制。本研究採問卷調查法，有效樣本共 305 份（常態基準組 156 份、組織縮編留任組 149 份），運用多元迴歸與拔靴法（Bootstrapping）進行路徑分析與結構差異檢定。實證結果顯示：第一，對稱式溝通對離職意願具備顯著直接負向效果，且跨情境穩定存在。第二，在常態基準群體中，對稱式溝通能透過組織認同之中介效果降低離職意願。第三，在組織縮編情境下預測路徑受到限制，組織認同之中介效果與情緒智力之調節效果均未達統計顯著，呈現路徑結構之情境限制。本研究客觀釐清了不同組織狀態下之路徑差異。理論上，本研究標定了組織縮編情境下之路徑限制與變項適用範疇，打破過往模型具備跨情境通用性之假設。實務上，建議企業面臨組織縮編情境時，應動態調整溝通資源，暫緩常態基準下之組織認同提升策略，集中資源於建立或維護制度化之對稱式溝通渠道，直接藉由資訊透明與雙向發聲，方能精準且有效抑制留任員工之離職意願。;Organizational downsizing has become a normalized management strategy， yet its structural turmoil elevates retained employees′ turnover intention. Prior empirical studies mostly focus on stable environments， rarely integrating symmetrical communication and organizational identification or conducting cross-contextual comparisons. Thus， this study examines the impact of symmetrical communication on turnover intention by constructing a model with organizational identification as a mediator and emotional intelligence as a moderator， testing path constraints under a normal baseline and an organizational downsizing context via a two-group comparative design. Based on a questionnaire survey， 305 valid samples were collected (156 normal baseline group， 149 organizational downsizing retained group)， analyzed via multiple regression and bootstrapping for path analysis and structural difference testing. Empirical results indicate the following: First， symmetrical communication exerts a significant direct negative effect on turnover intention， remaining stable across both contexts. Second， within the normal baseline group， symmetrical communication reduces turnover intention through the mediating effect of organizational identification. Third， in the organizational downsizing context， the predictive paths are constrained; neither the mediating effect of organizational identification nor the moderating effect of emotional intelligence exhibits statistical significance， demonstrating a contextual constraint on the path structure. This study objectively clarifies the path differences under distinct organizational states. Theoretically， this study identifies the path constraints within an organizational downsizing context and clarifies the applicable scope of the variables， challenging past assumptions regarding the model′s cross-contextual universality. Practically， enterprises facing an organizational downsizing context should dynamically reallocate communication resources， suspending baseline strategies aimed at enhancing organizational identification. Instead， resources should be concentrated on establishing or maintaining institutionalized symmetrical communication channels， precisely and effectively suppressing retained employees′ turnover intention through direct information transparency and a two-way voice.
