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

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.