本研究整合制度解耦與訊號理論，以「員工作為組織偵探」為核心隱喻，探討員工如何蒐集、比對並解讀公司層級制度落實氣候與主管層級制度落實領導之跨層級訊號，進而形成對組織、主管與制度可用性的判斷。研究以五種人力資源制度議題設計 2×2 受試者間情境實驗，取得 579 份有效樣本。結果顯示，較高的制度落實氣候可降低組織虛偽感知、提升制度落實自我效能，並直接降低安靜離職；主管制度落實領導則提升員工對主管的正向評價，並透過該評價降低安靜離職。四情境比較顯示，在一致落實、上熱下冷、主管補位與雙重失靈中，當公司制度落實氣候不足時，主管積極落實具有部分補位效果；然而，當主管未積極落實制度時，即使公司高度重視也未呈現明顯補償效果。本研究指出，員工並非被動接受制度文本，而是會整合跨層級制度線索判斷制度是否可信且可用，並凸顯主管作為制度轉譯者的關鍵角色。;Drawing on institutional decoupling and signaling theory， this study adopts “employees as organizational detectives” as a core metaphor to examine how employees collect， compare， and interpret cross-level institutional signals—namely， organizational-level implementation climate and supervisor-level implementation leadership—and how these interpretations shape their judgments of the organization， the supervisor， and policy credibility and usability. Using a 2 × 2 between-subjects experimental vignette design involving five HR policy scenarios， this study obtained 579 valid responses. The results show that a stronger implementation climate reduces perceived corporate hypocrisy， enhances implementation self-efficacy， and directly lowers quiet quitting. Supervisor-level implementation leadership enhances employees’ positive evaluations of their supervisors， which in turn reduces quiet quitting. A comparison of four cross-level signal configurations—consistent implementation， organizational emphasis with supervisory inaction， supervisory buffering， and dual implementation failure—further shows that active supervisory implementation partially buffers the effects of an insufficient organizational implementation climate. However， when supervisors fail to enact the policy， strong organizational emphasis does not show an evident compensatory effect. These findings suggest that employees are not passive recipients of formal policy documents; rather， they integrate cross-level institutional signals to assess whether policies are credible and usable， thereby underscoring supervisors’ critical role as translators of policy into practice.
