||An individual worker spends his/her time, effort, and emotional labor in the organization everyday, wishing to get reasonable rewaords from the organization to compensate his/her work. Since promotion is one of the best scarce rescorces for the organization to pay back its excellent employee, and accompanied promotions come with better organizational identification and sel-realization of employees, every individual in the organization is looking forward to get the chance to be promoted. However, the chances for promotion are like other resources in the organization, are usually allotted by certain rules or regulations in business practice, so promotion results influenced by the promotion system will affect perceived organizational justice, or even further, affect organizational citizenship behavior afterwards.|
In the review of the past literature, although a few scholars who researched on the relationship between promotion system and organizational justice had proved the relationship, and lots of researches had proven that organizational justice has a strong and stable influence on organizational citizenship behavior, any research discovering the relationship between promotion system characteristics and organizational citizenship behavior is not found. So we hypothesize that organizational citizenship behavior will happen when individuals in the organization have strong perception of organizational justice, and promotion system characteristics might be the cause to lead to perceived organizational justice; so organizational justice might be the mediator in the relationship between promotion system characteristics and organizational citizenship behavior.
Also, we regard organizational justice as a organizational level of variable, rather than an individual level one, so HLM method is applied in this research to discover the relationship between some variables in organizational level and some in the individual level, to check the cross-level influence in the organization from the top to the buttom. And since we try to gather data from diiferent sources in the 40 companies we chose, an HR who’s in charge of promotion management or have more than two years of seniority was picked to answer the HR questionnaire; and ten random sample who’s in certain professional positon were picked to answer the staff questionnaires. With the dual sources to get the datas in each company for the resourch, we may successfully avoid the problem of CMV (Common Method Varience).
In this research, all the qustionaires are answered with hard copies and we chose 48 companies with various backgrounds in both manufacturing industry and service industry as our organizational samples. And we totally sent out 528 questionaires including 48 HR questionaires matching up 480 staff questionaires in different companies; as a result we received 40 HR questionaires (83.33%) and 387 staff questionaires (80.63%) with 9 having obvious problems caused by severe unanswered items or rackless answering, so we got 378 useful staff questionaires (78.75%) in the end.
Our results in the research show that promotion system characteristics have an obvious positive influence on organizational justice, and the same have a positive influence on organizational citizenship behavior. As well organizational justice has a positive relationship with organizational citizenship behavior and is proved to be the mediator between promotion system characteristics and organizational citizenship behavior. So all the major hypotheses are supported in the conclusion of our research.