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.