Purpose This study aims to examine the effect of work arrangement autonomy on job performance. Specifically, it investigates both the direct impact and the indirect effects grounded in self-determination theory (SDT), social exchange theory (SET) and fairness heuristic theory. Design/methodology/approach This study surveyed 322 full-time employees in the USA. Work arrangement autonomy was operationalized as employees’ discretion to decide when and where they work based on their own needs and preferences. The model included perceived procedural justice, organizational commitment and intrinsic motivation as mediators. A sequential mediation model was tested to assess both the direct and indirect effects of work arrangement autonomy on job performance. Findings Work arrangement autonomy showed a negative direct effect on job performance, which may help explain the resurgence of post-pandemic return-to-office mandates driven by concerns about reduced oversight. However, a significant positive indirect effect emerged through the sequential mediating roles of perceived procedural justice, organizational commitment and intrinsic motivation. These findings underscore the importance of understanding the pathways through which work arrangement autonomy influences performance. Research limitations/implications This study presents a theoretical framework and research model that integrate SDT, SET and fairness heuristic theory to explain how work arrangement autonomy affects job performance. By identifying procedural justice, organizational commitment and intrinsic motivation as key mediators, this study offers an integrated understanding of how autonomy shapes outcomes. These insights contribute to organizational theory and inform future research on adaptive work design in evolving workplace contexts. Practical implications In light of recent return-to-office policies by some employers, organizations should take a holistic view of work arrangement autonomy. While it may pose direct performance challenges, its indirect benefits through motivation, commitment and fairness perceptions can enhance overall outcomes. Balancing organizational structure with employee choice may lead to more effective strategies. Originality/value This study offers novel insights by disentangling work arrangement autonomy from general flexibility and empirically testing its impact on job performance through a sequential mediation framework. This study’s examination of the combined mediating roles of procedural justice, organizational commitment and intrinsic motivation contributes to a deeper understanding of how autonomy functions within modern organizational structures and offers both theoretical and practical contributions in the analysis of adaptive work design.
Abdel-Rahim et al. (Tue,) studied this question.