This paper explores the multifaceted nature of commitment in three industrial firms in Jordan. Furthermore, the study investigates the nature of organizational commitment using employees’ job performance and five demographic variables. The results confirm that organizational commitment is a three‐dimensional concept. The findings also uncover positive relationships between the global form of commitment and its three components on one hand, and job performance on the other hand. Moreover, organizational commitment and its three dimensions present positive and negative relationships with age, sex, education, job status, and organizational tenure variables. Implications for our understanding of the role of organizational commitment in the Middle East are also discussed.

PurposeThe purpose of this paper is to examine the potential links between organizational justice, organizational commitment (employees’ loyalty) and job performance in a developing country. It also focuses on the experiences and perceptions of fairness/justice in the workplace, and how such perceptions predict organizational commitment and job performance.Design/methodology/approachA survey was conducted in an organizational setting composed of three government organizations. The sample comprises 500 full‐time employees. The data were collected through a self‐administered questionnaire and analyzed using SPSS.FindingsThe findings show that organizational justice (procedural, interactional) is positively and significantly correlated with affective and continuance commitment as well as with job performance. In addition, the result of the statistical forms support the moderating effect of affective and continuance commitment of high job performance.Research limitations/implicationsThe sample represented only governmental sector and only one emirate of the UAE's seven emirates. The implications of the findings for researchers together with some future guidelines are discussed in the paper.Practical implicationsThe paper provides practitioners with some advice about understanding and managing justice, commitment and work performance.Originality/valueThe paper is the first study in the UAE and the Middle East that examines the links between justice, commitment and performance in state‐owned organisations.

Purpose -This paper aims at exploring, for the first time in the Arab World, the role of emotional intelligence (EI) in affecting work outcomes. Design/methodology/approach -A self-administered questionnaire was used to survey 500 employees from 19 organizations in the United Arab Emirates. The findings are discussed in the paper along with some recommendations for managers and researchers. Findings -The results revealed significant differences between employees' perceptions of emotional intelligence, conflict and readiness to create and innovate.Research limitations/implications -The sample represented only financial and service sectors. The implications of the findings for researchers together with some future guidelines are discussed in the paper. Practical implications -The paper provides practitioners with some advice about understanding and managing climate and conflict. Originality/value -The paper is the first study in the Middle Eastern context that explores the link between the multifaceted concepts of EI, satisfaction and performance.

Leadership and organizational citizenship behavior (OCB) in the financial service sector:The case of the UAE

No abstract