Potential link between Job Performance, Organizational Commitment (Loyalty), Organizational Justice and Project Success

by

ACKNOWLEDGEMENT

My thanks go out to all who have helped me complete this study and with whom this project may have not been possible. In particular, my gratitude goes out to friends, facilitator and family for extensive and helpful comments on early drafts. I am also deeply indebted to the authors who have shared my interest and preceded me. Their works provided me with a host of information to learn from and build upon, also served as examples to emulate.

DECLARATION

I (Name), is declaring that the following dissertation and all the content present in it has been an unaided, individual effort and this thesis has not been published or submitted in past for any academic or business purpose. In addition, it is reflecting my personal opinion and view over the topic selected and is not representing any sort of opinion of the University.

Signature:

Dated:

ABSTRACT

This dissertation examined the potential links between organizational commitment (employees' loyalty), job performance, organizational justice, and project success, and the impact on project success within governmental sectors in Abu Dhabi Emirate, UAE. To accomplish these goal three governmental organizations in Abu Dhabi has been selected. This study is conducted in three governmental organizations in Abu Dhabi. A quantitative method is used through a self administrated questionnaire which is distributed randomly to a sample of 300 full-time employees, and the data is collected accordingly. The findings of this study indicate that project success is dependent on organization commitment and job performance. The employees of the three governmental organizations in Abu Dhabi are satisfied with their job performance and they are loyal with the organization. This study demonstrated the effect of project success and organizational justice on attitudes toward future change. These findings are notable due to the ubiquitous nature of organizational change today. Despite its importance, empirical research on the impact of history of change and employee attitudes of future change, such as employee openness to change, is scarce. Further research is recommended to explore the effects of change on employee attitudes and behavior in the long run.

TABLE OF CONTENTS

ACKNOWLEDGEMENTII

DECLARATIONIII

ABSTRACTIV

CHAPTER # 1: INTRODUCTION1

1.1Introduction1

1.2The Problem1

1.3Need for research3

1.4Concluding Remarks4

CHAPTER # 2: LITERATURE REVIEW5

2.1 Introduction5

2.1.1 Contextual Performance5

2.1.2 Goal Orientation6

2.1.3 Appraisal process7

2.1.4 The context of appraisal7

2.1.5 Performance evaluation8

2.1.6 Organizational Justice8

2.1.7 Benefits of Organizational Justice11

2.1.8 Organizational Commitment13

2.1.9 Benefits of Organizational Commitment14

2.1.10 Origins of Organizational Commitment Research15

2.1.11 Organizational Commitment Research in the Government Sector18

2.1.12 Meyer and Allen's Three-Component Model of Organizational Commitment20

2.2 Concluding remarks24

CHAPTER # 3: THEORETICAL FRAMEWORK OF THE STUDY26

3.1 Introduction26

3.1.1 Theories of Organizational Justice26

3.1.2 Theories of Job performance29

3.1.3 Theories on Organizational Commitment31

3.1.4 Project Success33

3.1.5 Research Ethics34

3.2 Concluding Remarks35

CHAPTER # 4: METHODOLOGY37

4.1 Introduction37

4.2 Sample of Study37

4.3 Description of the study sample37

4.4 The study model and variables38

4.5 Study Variables39

4.6 Research Limitations39

4.7 Variables Definitions and Measurements39

4.8 Study Hypotheses40

4.9 Statistical analysis41

4.10 Data Collection methods42

4.11 Limitations of the study42

CHAPTER # 5: DATA ANALYSIS AND RESULTS43

5.1 Data Analysis43

5.2 Study Results43

5.2.1 Organizational Justice43

5.2.2 Job Performance and Trust49

5.2.3 Organization Commitment54

5.3 Analysis of Results59

5.3.1 Correlation Analysis59

5.3.2 Regression ...