Belonging can be defined as the individual's perception of himself as part of a group by associating himself with a subject, place and community. Institutional belonging, on the other hand, is the dimension of integration and identification that the individual feels about any institution, and can be defined as the employee's identification with his institution and his willingness to actively participate in corporate activities. The rapid change and development experienced today effective in the spiritual as well as in the material field. For this reason, it is extremely important for religious officials to have a sense of institutional belonging. In this context, the aim of the study is to test whether there is a statistically significant relationship between the level of institutional belonging of religious officials and their job performance. In the research carried out according to the quantitative research method, the scanning model was applied. The universe of the research is 1494 religious services class personnel affiliated to & Ccedil;orum Provincial Mufti and the sample consists of 320 people selected from among these people. Questionnaire form was used as data collection tool in the research. In the first part of the questionnaire, there are six questions to determine the demographic characteristics and personal information of participating religious officials. In the second part, there is "Institutional Belonging Scale" developed by Demir (2022). The scale has a high degree of reliability and its Cronbach Alpha value is 0.93. As sub -dimensions; psychological ownership (0.93); it has high reliability values with identification (0.83) and perceived internal status (0.86). There are 27 items in total in the scale. In the third part, there is the job performance scale. Nine items in the scale consist of two dimensions, task performance and contextual performance, and sixteen items were developed by Goodman and Syvantek, and the other seven items were developed by Javahar and Carr to determine task performance. The Turkish adaptation of the scale and its validity and reliability studies were carried out by Ba & gbreve;c & imath; (2014). The Cronbach Alpha coefficient of the scale, which has a high degree of reliability, is 0.90, 0.89 for the task performance sub -dimension, and 0.83 for the contextual performance subdimension. The data were evaluated by subjecting them to frequency analysis, homogeneity test and correlation analysis in the SPSS environment. According to the findings regarding the organizational belonging dimensions of the participants, the factor with the highest average is the "identification" dimension. It is seen that the factor with the highest average in job performance dimensions is "contextual performance". According to the correlation analysis data, the highest correlation coefficient between the dimensions of institutional belonging and the dimensions of job performance is 0.52, which indicates a moderate relationship. Considering the demographic factors (gender, age, marital status, education level, seniority), it is seen that the factor with the highest average in institutional belonging in all groups, is identification and contextual performance in job performance, without any significant difference between them. As an exception, it is seen that the factor with the highest average in terms of the dimensions of job performance in the divorced/widowed group from the marital status groups and the postgraduate graduates group from the education groups is "task performance". Among the results obtained in the research, the findings related to identification, which is one of the organizational belonging dimensions of the participants, overlap with the research result of Ko & ccedil; (2020) and Uygur (2007), but not with the result of & Ouml;ztop (2014). The findings in the form of a positive linear relationship between the level of institutional belonging and job performance obtained by the correlation analysis in the research also contain similarity with the results of the studies conducted by Ar & imath; and & Scedil;ahin (2016) and Uluda & gbreve; (2018), which are some other studies on the subject. In the light of these data, it is possible to say that job performance will increase when the level of institutional belonging increases, based on the fact that there is a positive relationship, although not a very high level, between the variables. In order to increase the sense of institutional belonging of the participants, it can be suggested that the institutional culture should be designed in a way that will improve the sense of belonging.
