Moorman(1991)指出組織公平會影響工作滿意度，而工作滿意度對組織公民行為有顯著的影響；Robbins(2001)認為組織承諾與離職率及曠職率為反向關係。Steers & Porter(1983)指出薪酬是工作投入與承諾的動因，員工得到合理的報酬，將可促進員工投入於工作，強化其組織承諾，也會使工作滿足提升。而Bateman & Organ(1983)認為組織公民行為是指「未有正式工作說明書，但是為組織所需要的」是一種超越員工應盡本分的角色外行為。
Wealth Magazine No. 482 (2011) reported that the Greek government due to its inefficiencies had emptied it treasury as well as foreign exchange reserves. Furthermore, in April 2013, in exchange for 8.8 billion euros in international bailout loans, it has agreed to lay off fifteen thousand and five hundred civil employees (China News database, 2013). To face the possibility of their jobs will no longer by guaranteed, state-owned enterprises of all nations are implementing various measures in hope of improving the proficiency of their staffs as well as enhancing the competitiveness of the organization. Since the privatizing of Chunghwa Post Company since 2003, the company faces the need for organizational change and changes in the competitive environment. How to enhance the awareness of employees regarding organizational justice, organizational commitment, as well as their satisfaction toward their salaries and Organizational Citizenship Behavior, becomes the focus of future operations.
Moorman (1991) pointed out that organizational justice will affect job satisfaction and job satisfaction has a significant impact on organizational citizenship behavior; Robbins (2001) believes that organizational commitment and turnover rates and absent rates are in an inverse relationship. Steers & Porter (1983) pointed out that the pay is job involvement and commitment to the cause Employees with reasonable remuneration will facilitate their engagement at work and strengthen its organizational commitment; job satisfaction will also improve. And Bateman & Organ (1983) think that organizational citizenship behavior is defined as "without any formal job description, however, it is what the organization needs." It is the transcendent behavior beyond the normal duty of a staff.
In this study, staffs of Chunghwa Post North, Central, South and East branches were the research subjects. For data collection, using convenient sampling, hardcopy questionnaires were distributed. A total of 380 questionnaires, 294 were effective recovery. The questionnaire response rate was 77.4 %. Statistical software SPSS19.0 version was used for data analysis to validate the hypothesis. Research hypotheses include:
1. Organizational justice has significant positive effect on Chunghwa Post employees’ organizational citizenship behavior.
2. Organizational commitment has significant positive effect on Chunghwa Post employees’ organizational citizenship behavior.
3. Compensation satisfactions play a positive moderator role in the effect of organizational justice on Chunghwa Post employees’ organizational citizenship behavior.
4. Compensation satisfaction plays a positive moderator role in the effect of organizational commitment on Chunghwa Post employees’ organizational citizenship behavior.
5. There were significant differences among different demographic variables of Chunghwa Post staff regarding organizational justice, organizational commitment, organizational citizenship behavior and compensation satisfaction.
Through data collection and questionnaire analysis, the conclusion is that the above hypotheses 1 to 4 will stand and hypothesis 5 stands partially. Through this study, it validates that " Compensation Satisfaction" plays a significant interference role in organizational justice, organizational commitment and organizational citizenship behavior. The results of relevant content is available to Chunghwa Post Company for future reference in human resource management, for example, what the focus should be on staff training and work behaviors, thus achieving the optimal management result.
The empirical results also shows, to enhance the quality of manpower, operating performance and enhance competitiveness of the organization, this study suggests that Chunghwa Post Company shall strengthen the following implementations:
1.Enhancing procedural fairness and reducing information asymmetry and making transparent the public policy regime.
2.Announcing the company’s vision and showing sincerely the organizational support.
3.Regularly reviewing the compensation system and making proper adjustment timely.
4.Focusing on employees’ needs for growth.
5.Strengthening interpersonal relationships.