%0 Journal Article
%T Linking Organizational Justice to Employee In-Role Performance: The Mediating Role of Embeddedness and the Moderating Role of Advocacy
%A Ava Martinez
%A Alexander Hernandez
%J Asian Journal of Individual and Organizational Behavior
%@ 3108-4192
%D 2022
%V 2
%N 1
%R 10.51847/izaFL2MGSL
%P 143-151
%X 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.
%U https://apsshs.com/article/linking-organizational-justice-to-employee-in-role-performance-the-mediating-role-of-embeddedness-a-dl4morkwda6qlmi