The influence of organizational justice and decision latitude on expatriate organizational commitment and job performance

Abstract

Purpose The purpose of this paper is to study the influence of organizational justice and decision latitude on expatriate organization commitment and job performance. Design/methodology/approach Data were collected from 175 nonmanagerial-level expatriate employees in Dubai, UAE using a purposive sampling approach. A structural equation model with partial least squared analysis was utilized to test the hypotheses. Findings The results show that decision latitude partially mediates the relationship between organization justice and organizational commitment and fully mediates the relationship between organization justice and job performance. Research limitations/implications Data were collected from a cross sectional sample in UAE, and hence, the generalizability of the results to other contexts may be limited. Practical implications The research study suggests ways in which human resource managers and practitioners can develop a stronger awareness of the importance of decision latitude in employee decision-making and the role it plays in promoting employees' commitment and job performance given perceived organizational justice. Originality/value The present research is among the first of its kind to examine the study variables within the nonmanagerial expatriate context.