Purpose
The purpose of this paper is to propose two models: the first examines the impact of different dimension of justice (distributive, procedural and interactional) on job performance taking into consideration the mediating role of affective commitment and the second model utilizes the notion of overall justice to predict job performance considering the mediating role of affective commitment.
Design/methodology/approach
This study was conducted with a sample group of 343 employees working within French small-and medium-sized enterprises (SMEs).
Findings
The results support the mediating role of affective commitment between organizational justice and job performance and demonstrate that overall justice has a greater effect on affective commitment than specific dimensions of justice.
Originality/value
The current study is the first to explore the relationship between JP and OJ, with the latter being measured in more than one focus, in the French SMEs. Therefore, this study contributes to bridge the gap in the understanding of the relationship between OJ and JP in the SMEs. In the French context of SMEs, the authors have stressed the relevance of the perception of organizational justice as a factor affecting the behavior and performance of employees which is then reflected in the success of these firms. In this paper the authors propose two models, with significant implications for researchers, managers, and HR departments. The first examines the impact of different dimension of justice (distributive, procedural and interactional) on job performance taking into consideration the mediating role of affective commitment. The second model utilizes the notion of overall justice to predict job performance considering the mediating role of affective commitment.
Employer branding and employee attitudes: mediating role of person-organization fit
