Document Type : Original Article
Authors
1 Professor, Department of Educational Sciences, Faculty of Humanities, Bu-Ali Sina University, Hamedan, Iran
2 Department of Educational Sciences, Faculty of Humanities, Bu-Ali Sina University, Hamedan, Iran.
Abstract
The present study was conducted with the aim of modeling the relationships between person–job fit and employees' job performance at the university, with organizational justice serving as a mediating variable. The research employed a descriptive–correlational design and was analyzed within the framework of structural equation modeling. The statistical population included all employees of Bu-Ali Sina University in Hamadan during the 2023–2024 academic year, totaling 601 individuals. Using stratified random sampling and the Krejcie and Morgan table, 234 participants were selected as the sample. Data were collected using standardized questionnaires: Person–Job Fit by Vogel and Feldman (2009), Organizational Justice by Niehoff and Moorman (1993), and Job Performance by Patterson (1996). Construct validity was evaluated through confirmatory factor analysis, and the Cronbach’s alpha coefficients for person–job fit, organizational justice, and job performance were 0.84, 0.78, and 0.91, respectively. Data were analyzed using SPSS and LISREL software. The goodness-of-fit indices of the final structural model were within acceptable ranges. Findings indicated that person–job fit had a significant direct effect on both job performance (β = 0.25, t = 3.28) and organizational justice (β = 0.60, t = 8.15). Moreover, organizational justice had a significant positive effect on job performance (β = 0.54, t = 6.91). The results of the Sobel test also showed that organizational justice plays a significant mediating role in the relationship between person-job fit and employees' job performance, such that the indirect effect size was equal to 0.324 and the Z statistic of the Sobel test was equal to 5.27. Overall, the results suggest that person–job fit, through strengthening perceptions of organizational justice, enhances employees’ job performance. Therefore, attention to the alignment between individual abilities and job requirements, along with the promotion of organizational justice, can improve employee performance and enhance university effectiveness.
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