Mediating role of performance evaluation in relationships between organizational structure and job autonomy with organizational justice perception and job enthusiasm

Nowadays the role of human resources and attitudes of personnel are very essential in gaining achievements and competitive advantage. In this  regard, paying  attention  to the  morale  and  perceptions  of  employess  plays  a vital  role. promoting organizational justice  perception and  job enthusiasm are  the challenges  for  managers  to  achieve the goals of organization, so the purpose  of this  research was study  the mediating role of performance evaluation in relationships between organizational structure and  job autonomy with organizational justice perception and job enthusiasm.This  research was an applied  research in terms of the aim and  it was descriptive  correlational   research in terms  of  method. The  statistical  population  of  this study  consists of  all  the  senior  high-school  teachers in urmia city in academic year 2018-19  which were about  831 individuals (137 teacher  from educational district 1 and 169 teacher from educational district 2) . 306 individuals were selected by morgan table and stratified random sampling  method. Data collection  tools were   researcher-made questionnaire for evaluating the performance of teachers(its  dimensions   included teacher prerequisites, professional responsibility, planning and preparation, organization and classroom management, teacher’s personal characteristics, education or teaching. and standard questionnaire for organizational structure (Rabins, Ivanowich,1989, its’ dimensions included centralization, complexity,officialism), justice perception questionnaire (kolcoit,2001, its dimensions included distribution justice,procedural justice, informational  justice, interpersonal justice.), job enthusiasm questionnaire (salanova, Schaufeli,2003, its’ dimensions included: power, commitment, absorption.), teacher autonomy questionnaire (Fridman,1999, its’ dimensions included: creating  school  identity, teaching and achievement  evaluation , parent  participation ). Validity of the questionnaire   were confirmed through using experts opinions, confirmatory and exploratory factor analysis.  Reliability of the questionnaires   were obtained by using Cronbach’s alpha test.
The  values of Alpha  coefficients for the  questionnaires equaled: teacher performance evaluation= 0/86 , organizational structure= 0/77, organizational  justice perception= 0/81,job enthusiasm= 0/89  , teacher autonomy= 0/79  therefore all of the values  were approved.Based on skewness and  kurtosis obtained from descriptive, statistics distributions  of  variables were  normal.The  conceptual model’s of  research proposed had desired fitness. (AGFI=0/92 ,X²/df=1/78, RMSEA=0/06, CFI=0/97, GFI=0/9).The  results of the correlation matrix  of the  research  variables  cleared  that  path  analysis  can  be    applied to study and test  the  conceptual  model. SPSS and LISREL were   two statistical soft-wares to serve the purpose of data analysis. Findings illustrated that the mediating role of performance evaluation in relationships of organizational structure and job autonomy with organizational justice perception and job enthusiasm were confirmed. (There were significant relationship between job autonomy and teacher performance evaluation (β=0/29)., between organizational structure  and teacher performance  evaluation(β=0/31, between teacher performance evaluation and job enthusiasm (β=0/26), between  teacher performance evaluation and organizational justice perception(β=0/19). There was significant direct  relationship between job autonomy and  job enthusiasm.(β=0/27). Also, significant direct relationship between organizational structure and organizational justice perception was confirmed (β=0/46). Therefore  job autonomy and organizational structure  were  indirect   predictors of job enthusiasm and organizational justice  perception, .job autonomy  and teacher performance evaluation were predicted a total of 18% of   job enthusiasm  variance.organizational structure and teacher performance evaluation predicted a total of 31% of organizational justice perception variance. organizational structure and job autonomy   explained a total of  20% of  teacher performance evaluation variance. To promote job enthusiasm and organizational justice perception, managers should promote job autonomy  and reduce centralization and complexity of organizational structure and    pay  more attention to performance evaluation. Creating   enthusiasm  and  motivation  in  employees   can  be done  by  a  proper   performance  appraisal  and reward  system. Managers need  to pay attention  to the self-control  and self –monitoring  aspects of  employees and reduce  strict  control  through rules and regulations. The participatory , supportive  and supervisory role of the association  of parents and teachers  should  be strengthened as  a non-profit,non-governmental civic organization, and its  results  should be used  to improve  the performance  of teachers.
principals   can   use  teachers participation (self- evaluation) in order to enhance  the  evaluation  quality and creat. organizational justice  perception.Also , it is recommended  to apply  various approaches in teacher performance evaluation including evaluation by principles, colleagues, students  and parents.This might be  very  effective  in  designing a  service  compensation  system.Decreasing the hierarchical orders and generating informal and effective  communications  among teachers and principal causes teachers  feel more  commitment  and  attachment  to school  and  their  instructional  tasks  and also  makes the external  boundaries of school  more  permeable  to responsiveness. The  relation among  school  and   the community  should  be  prioritized  through  various  actions  such as  school- home  relations. Managers  should  look  for  the  pros and cons  of evaluation  and  help  teachers  be  the best  in their  careers, rather than  focusing  on  mistakes, .This  way , they  exploit  evaluation as an  incitant  and  take advantage  of its supportive supervision role.  Due to students’ differences in the Abilities ,needs, interests, intelligence  and  skills , teachers  can  benefit  from job autonomy as a vital factor in their instructional tasks. Principals can deligate teachers and with  through   this way  promote job satisfaction, professional competence, increase self- confidence and enthusiasm    in teachers .Courses for principals on  how  to  evaluate performance  leads to  a accurate and  logical evaluation  approaches which will  in  turn  lead to justice  perception  enhancement in teachers.  This  research faced  limitations  such  as the large  number  of data  collection tools, non-longitudinal  research, use  one  type  of  tool(questionnaire) limitations on generalization of  results. It is suggested  that  officials should  consider  more  job autonomy  for teachers  in setting  guidelines. It is also recommended that principals avoid strict regulations in their schools. Teachers performance evaluation and the service compensation system should be applied properly too.