Rooyesh-e- Ravanshenasi Journal

Job performance is the most critical issue in any organization. In case of existence of a desirable responsive system in an organization,­ organizational effectiveness and improvement in job performance will be obtained when the organization’s manpower are competent and have a correct understanding of their workplace. The present study was carried out in order to examine the effect of psychological climate and job empowerment on job performance with the mediation role of individual responsiveness among the employees of Urmia University .The method research was a descriptive - correlation. The study sample consisted of 202 employees of Urmia University who were selected by a simple random method. Standard questionnaires were Spreader's Psychological empowerment (1995), Psychological climate of Queens and Deactivide (1991),Job Performance of Paterson (1992) and Individual responsiveness questionnaire of Hatchwar, Kakmar& Fries (2003) employed to collect the required data. Structural equation modeling was used to evaluate the relationship between the latent variables measured in the conceptual model. The findings showed coefficient of the correlation between the variables of psychological climate and empowerment and responsiveness was positive and significant. Moreover, there was a positive and significant relationship between the variables of responsiveness and job performance. The intensity of this correlation ranged from 0.31 to 0.65. The highest correlation between psychological climate and empowerment was 0.65. According to the results of analyzing the correlation between the exogenous and endogenous variables, it can be concluded that any increase in psychological climate and empowerment is associated with a rise in the scores of individual sense of responsiveness, and any increase in individual responsiveness among the employees brings about a rise in the scores of job performance.