The Relationship Between Perception of Organizational Justice and Managerial Performance Mediated by Role Clarity: Evidence from Administrative Technicians at a Federal University
Abstract
Purpose: The study aims to analyze the relationship between the perception of organizational justice and managerial performance mediated by the role clarity.
Methodology: The methodology involved a survey distributed to 133 Administrative Technicians at a Brazilian federal university, with the subsequent application of structural equation modeling through Partial Least Squares (PLS).
Results: The results confirmed the hypothesis that role clarity functions as a mediator in the association between the perception of organizational justice and managerial performance.
Research limitations: The theoretical contribution of this study addresses a previously unexplored gap in the literature, offering new empirical evidence to support the mediating effect of role clarity in this context.
Originality: This study provides empirical evidence of the mediating role of role clarity in the relationship between organizational justice and managerial performance, focusing on a public university context. It expands the literature by applying PLS-SEM to a public management setting and offering practical insights for improving performance in public institutions.
Keywords: Public Servant; Role Clarity; Organizational Justice; Managerial performance.
DOI: https://doi.org/10.58869/EJABM11(3)/03
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