Workplace Arrogance and Job Performance

Workplace Arrogance and Job Performance

DOI: 10.4018/978-1-5225-5525-4.ch004
(Individual Chapters)
No Current Special Offers


This chapter is an attempt to clarify the relationship between workplace arrogance and job performance. Thus, the authors focus and define a set of four fundamental concepts—task performance, contextual performance, social support, and self-efficacy—in order to examine and explore this relationship. Hence, the main result of this theoretical study is that workplace arrogance is negatively related to job performance. Although this finding could be considered as a theoretical contribution, more studies are requested to investigate the specific relationship between workplace arrogance and job satisfaction with its two dimensions: task and contextual factors.
Chapter Preview


This chapter aims to cope with the scarcity of studies related to the job performance and its relationship with workplace arrogance. It consists of four main parts: the first deals with this notion of “job performance as a dynamic concept”. The second part depicts the models of job performance by presenting the two main and the most known job performance models: (1) the Campbell et al.’s (1993) model and (2) the Borman and Motowidlo (1993) model. The third part deals with the predictors (antecedents or determinants) of job performance with a focus on an empirical study entitled “Job performance of nurses in hospitality sector in Qatar”. In fact, this study aims to deepen our knowledge on the nurses` job performance in a particular environment: the gulf region and precisely in Aspetar, a multicultural hospital. It aims to explore the nursing job performance at Aspetar by studying its dimensionality by using the Schwirian Six Dimension Scale of Nursing Performance (Schwirian 1978). Finally, the fourth part will focus on the relationship between job performance and workplace arrogance.

Complete Chapter List

Search this Book: