واقع العدالة التنظيمية لدى مديري المدارس وأثرها على سلوک المواطنة التنظيمية للمعلمين ( دراسة ميدانية )

The teacher is the cornerstone of the educational process, and he bears great responsibilities to make the aspirations of the educational system a reality embodied on the ground represented in the results of students’ performance and to improve the levels of academic achievement in its various aspects of knowledge, emotional and skill. It depends mainly on the quality of teachers' performance. The performance of teachers does not depend only on their competencies, skills and teaching preparation, but there are other very important dimensions as well.
In order for teachers to be able to perform well and deliver their best, they must have a high sense of satisfaction and a sense of belonging to the organizations in which they work and develop what is known as organizational citizenship behaviour. Scientists and researchers in management sciences and organizational behavior are interested in studying, evaluating, interpreting, and predicting the behavior of individuals in organizations in order to achieve the organization's goals efficiently and effectively. In order to achieve this efficiency and effectiveness, today's organizations need organizational behaviors that help them grow and succeed in a competitive environment and continuous changes. The organizational citizenship behavior that appeared in contemporary administrative thought is one of the concepts of organizational behavior that contemporary organizations need to face contemporary challenges (Alia Tahtuh, 2016, p. 33).
The concept of organizational citizenship behavior is considered one of the relatively recent concepts in administrative thought, especially in the Arab environment, and this concept receives remarkable attention by researchers and administrators because of its close relationship to the most important element in the organization, namely employees (Marwan Al-Tarawneh, 2014). It can be said that organizational citizenship behavior is represented in the actions Positivity in excess of what is described in the official systems of the organization, and is characterized by a voluntary, non-coercive nature and is not subject to a direct specific reward in the official incentive system of the organization, and is of great importance for the successful and effective performance of the organization, and it is an individual behavior stemming from self-initiative and subject to the free will of the individual, and there is no formal relationship Or a direct contractual relationship between this behavior and the job requirements, and although it is not considered an official performance in itself, it allows and contributes to achieving the overall goals of the institution (Hamza Maamari and Mansour Ibn Zahi, 2014, p. 47).
The behavior of organizational citizenship is a behavior that stems from a self-will, and it is a voluntary and voluntary behavior that does not reward the perpetrator and does not punish the one who does not, but it contributes to improving the performance of the organization and increasing its effectiveness and survival at the height of giving and competition (Ziad Al-Azzam, 2015, p. 110). Hence, it is a behavior that the individual does voluntarily without being imposed on him by the official job requirements, and he does not expect reward from him, and it increases the effectiveness of the organization because it represents an effective investment of intellectual capital (Raed Al-Araydah, 2012, p. 44). Many scientific studies have shown the close relationship between organizational citizenship behavior and many indicators of organizational effectiveness and performance, such as: improving satisfaction, increasing productivity, effective coordination between work groups, and developing social capital (Organ, Podsakoff & MacKenzie, 2006).
Given the critical importance of organizational citizenship behavior, it is important to address, study and analyze the factors affecting it, especially those related to the behaviors, practices and procedures followed by managers that directly affect them. One of the most prominent of these practices is organizational justice.