The Relationship Between Perception of Organizational Justice and Managerial Performance Mediated by Role Clarity: Evidence from Administrative Technicians at a Federal University

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