Organizational sustainability is largely driven by employee performance. This study aims to investigate the association between organizational justice and employees’ in-role performance. In addition, organizational embeddedness and employee advocacy are examined as the mediating and moderating variables, respectively. Data were collected from 402 medical doctors employed in various hospitals through a snowball sampling approach, utilizing a structured, closed-ended questionnaire. The analysis was conducted using the partial least squares (PLS) technique. Findings reveal that perceptions of organizational justice positively influence employees’ in-role performance. Moreover, organizational embeddedness mediates this relationship, while employee advocacy strengthens it as a moderating factor. The study extends prior theoretical models by incorporating the role of interactional justice and emphasizing the significance of employee advocacy in enhancing performance outcomes. From a practical standpoint, hospital administrators can foster higher in-role performance by ensuring fair treatment, implementing unbiased procedures, and maintaining transparent communication with employees. These initiatives can be further reinforced through supportive managerial practices. However, the cross-sectional design of this study limits the generalizability of its findings.
