Structural Analysis of School Managers' Performance Based on Organizational Loyalty, Spirituality in the Workplace Mediated by Organizational Self-Esteem
Publisher: name: The University Of Kurdistan
Year: 2021

description: The performance of school principals plays a decisive role in ensuring school\neffectiveness. School principals are leading schools to deliver better quality\nservices and educational justice, and are committed to promoting school\nperformance. It is important to improve school performance in many Western\nand European countries. Accordingly, school evaluation is increasingly being\nconsidered as a potential lever and is one of the ways to determine the extent\nto which school goals are being met. Because it is managers who guide and\ndirect the activities of the organization and the individuals through the\nachievement of the desired goals through coordination and proper use of\nhuman and material resources. At present, the management of corporate\nculture, teamwork and managerial collaboration with others is of great\nimportance. Performance is the result of activities in terms of performing\nassigned tasks. The most important activities of school principals are including\nthose related to education, student affairs, staffing, finance, resources and\nequipment, school and community relations. Evaluating school principals'\nperformance can provide a good basis for improving performance as well as\ncontrolling complex changing situations, and school principals as school\nservice providers have a special place in promoting school performance, and\nno educational system can have without competent principals.\nThe present study is an applied research and a descriptive-correlational research.\nThe main reason for choosing the descriptive-correlational approach is to find out the variations of managers' performance variables based on the predictor\nvariables. The statistical population of the study consisted of all the principals\nof public and non-governmental secondary schools for girls in Tabriz's\neducational districts with 180 school principals in the academic year 2018-\n2019. The sampling method used was stratified random sampling in terms of\ndistrict and type of public and non-public schools. The sample size is 123\npersons based on Krejci and Morgan table.\nAlkazimi (2007) questionnaire was used to measure organizational loyalty on a 5-\ndegree Likert scale. The minimum possible score is 7 and the maximum is 35.\nAl-Kazimi (2007) assessed the content validity of the questionnaire with a\nreliability of 0.81. Nadi and Golparvar (1390) estimated its reliability in one\nstudy and its reliability by 0.87 and 0.63 in another, respectively. To measure\nmanagers' organizational self-esteem, the standard questionnaire of Pierce\nGardner and et al (1989) was used in 10 questions that expresses the\nindividual's overall feelings and values or personal acceptance on a scale of 1\nto 5. The reliability of this questionnaire was 0.91 by Pierce et al. And 0.75\nwas reported in retest. The reliability of this questionnaire by Sadeghian, Abedi\nand Baghban (2009), 0.89 and by Assar et al. (2015), respectively. 0 and\nreported by Hosseini Kookamari, Mashalahi and Baqaei (2014) 0.8. Milman et\nal. (2003) questionnaire of organizational spirituality was designed to measure\norganizational spirituality with 18 questions and 3 components including:\nmeaningful work (items 1 to 5), feeling of solidarity (items 6 to 11), values\nalignment. (Items 12 to 18). Abdollahi et al. Have estimated the reliability of\nthis questionnaire in 2014 as 0.95, cultural, Fatahi and Waqiq (2006) 0.87, and\nGoodarzi and Karimi (2012) as 0.91. Complete Delaware et al (2017)\nquestionnaire and Taheri et al (2018) health questionnaire were used to\nevaluate school principals' performance. In both studies, content validity and\nconstruct validity were evaluated and validated. The scale of the 5-degree\nperformance questionnaire was from 1 to 5.\nIn order to determine the validity of the questionnaires, face validity and\nCronbach's alpha coefficient were used to assess the reliability of the\nquestionnaires. Work environment is 0.92. In this study, structural equation\nmodeling with PLS software was used for data analysis.\nBased on the results of descriptive statistics, the average performance of the study\nmanagers is above average. Managers' organizational self-esteem is above\naverage. Organizational loyalty status of managers is above average. The\naverage spirituality in the workplace is higher than the average of the managers\nstudied.\nThe results show that the performance of school principals based on\norganizational loyalty, spirituality in the workplace mediated by their\norganizational self-esteem in girls' secondary schools in Tabriz with predictive\ncoefficient of 0.76. The relationship between spirituality in the workplace and organizational loyalty with managers 'organizational self-esteem as well as\nspirituality in the workplace with performance were significant at 95%\nconfidence level, and the relationships of organizational loyalty and\norganizational self-esteem with managers' performance were insignificant.\nAlso, the indirect relationship between spirituality in the workplace and\norganizational loyalty with managers' performance mediated by organizational\nself-esteem is not significant. The standardized coefficient of the path among\nthe variables indicates that the variables of organizational loyalty and\norganizational self-esteem do not explain the variations of managers'\nperformance variables. This coefficient is in relation to spirituality with\nperformance of 0.8, in relation to organizational loyalty with performance of\n0.13 and in relation to self-esteem with performance of 0.06. Also, adjusted\ncoefficient of performance based on spirituality in the workplace,\norganizational loyalty mediated by organizational self-esteem was 0.76 and\nabove average. The significance level of the coefficients for the relationship\nbetween spirituality in the workplace and organizational loyalty with\nmanagers' organizational self-esteem as well as spirituality in the workplace\nwith performance were less than 0.05 which was significant at 95% confidence\nlevel and structural model fit. It also shows that the significance level of\ncoefficients of relationship between organizational loyalty and organizational\nself-esteem of managers with their performance higher than 0.05 indicates that\nthese paths are not significant.\nIn explaining this finding, it can be stated that performance is a function of\nindividual and social characteristics of school principals. Accordingly,\nvariables such as principals being held accountable, conforming to values, and\npaying attention to the fundamental norms and values of their organization and\nprofession. Be it. On the other hand, how subordinates are led and paid\nattention to the ethical aspects of subordinate affairs in their managed\norganization are key determinants of performance. Successful managers\ntherefore bring a sense of solidarity, caring, value alignment, and overall\nspirituality to the workplace, sharing power, leadership in a collaborative and\ncollaborative way, with an interactive attitude between managers and\nemployees to enhance collaboration and use. The capabilities and talents in the\norganization are emphasized.