組織公民行為是促進組織效能提升、提高工作績效以及增進組織和諧的重要行為，不論組織規模大小，皆難以透過制定作業規範或工作說明書，就能全面涵蓋組織達成任務所需的各種活動，故需要組織成員自發性的展現超越角色任務的行為。那麼，企業該如何推動組織成員展現出組織公民行為呢？本研究從激勵及抑制的兩種角度出發，探討工作負荷、知覺主管支持（工作資源支持、情感支持、獎酬支持）、情緒耗竭及工作滿意度（工作外在滿足、工作內在滿足）如何促進或降低員工展現組織公民行為（盡責行為、利他行為）的意願，並以情緒耗竭、工作滿意度為中介，研究工作負荷及知覺主管支持，如何透過此二變數，影響組織公民行為的發生。
本研究共回收571份問卷，扣除無效問卷52份，最終有效問卷為519份，並運用SPSS Statistics 17.0及SmartPLS (V.3.3.9) 統計軟體進行資料分析。研究結果發現，工作負荷、工作資源支持、工作外在滿足會正向激勵員工展現盡責行為；工作負荷、情感支持、工作內在滿足會正向促進員工展現利他行為。此外，工作負荷會正向影響情緒耗竭及負向影響工作外在滿足、知覺主管支持對員工的工作滿意度具有積極的影響效果。
間接效果部分，員工的工作負荷程度透過工作外在滿足對盡責行為有負向的間接影響；主管對部屬的工作資源支持、情感支持、獎酬支持皆會透過工作內在滿足對利他行為有正向的間接效果；而主管對員工的情感支持與獎酬支持，會透過工作外在滿足，對利他行為具有正向的間接影響。

Organizational citizenship behavior is an important behavior to promote organizational effectiveness, improve work performance and enhance organizational harmony. It is difficult to cover the various activities required by the organization to achieve its goals through job descriptions, so it is important to spontaneously demonstrate beyond in-role behavior. This study discusses how workload, perceived supervisor support (work resource/emotional/reward support), emotional exhaustion, and job satisfaction (extrinsic/intrinsic job satisfaction) affect employees' willingness to develop organizational citizenship behavior (conscientious/altruistic behavior). It also discusses how workload and perceived supervisor support indirectly affect the occurrence of organizational citizenship behavior through emotional exhaustion and job satisfaction.

In this study, 519 valid questionnaires were collected, and statistically analyzed by using SPSS Statistics 17.0 and SmartPLS (V.3.3.9). The results of the study show that workload, work resource support, and extrinsic job satisfaction positively motivate employees to exhibit conscientious behavior; workload, emotional support, and intrinsic job satisfaction positively encourage employees to exhibit altruistic behavior. In addition, workload positively affects emotional exhaustion and negatively affects job satisfaction. Perceived supervisor support has a positive effect on employee job satisfaction.

In the indirect effect part, workload has a negative and indirect effect on conscientious behavior through extrinsic job satisfaction; supervisor's support has a positive and indirect effect on altruistic behavior through intrinsic job satisfaction. The supervisor's emotional support and reward support will have a positive indirect effect on altruistic behavior through job satisfaction.

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