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The purpose of this paper is to examine the nature, strength and significance of the links between organisational justice, job satisfaction and work performance.

Using a self‐administered questionnaire 1,500 employees from 29 organisations were surveyed in order to examine the five main hypotheses of the study.

The study results revealed that employees' perceptions of justice influence their work performance and that job satisfaction plays a partial role in mediating this effect and influencing work performance.

The theoretical and managerial implications of the results are discussed in the paper, together with some recommendations for managing justice, satisfaction and performance in today's diverse work teams and environments.

The paper examines the above mentioned links for the first time in the UAE and the Arabic context.

This paper aims at exploring the relationship between self‐rated performance and immediate‐supervisor rated performance in the United Arab Emirates. A sample of 1,285 participants‐ employees and managers‐ were surveyed using self‐administered questionnaire. The results revealed a clear gap between employees’ perceptions of their performance and their managers’ perceptions. The implications of the results for both managers and researchers are also discussed in the paper.