Employee performance can be defined as an employee’s individual achievement of the established organizational goals “through the degree of achievement” of certain functions (Al- Saffar & Obeidat, 2020, p. 78). It can be measured by the capacity of an employee to contribute to the attainment of organizational goals. Employee performance includes such elements as objectives, resources, results and is characterized by the relationship between these components. Other important components of employee performance include employee (individual, skills, experiences, motivation, values, and so on), the job (requirements), and the position (supervision, resources, administration, and resources, among others).
Workplace deviation can also be referred to as workplace deviant behaviors. This concept can be defined as employees’ intentional behaviors that violate the norms and requirements established at an organization that threaten or can potentially threaten the wellbeing of the organization and other employees (Kakemam et al., 2021). Two major types of workplace deviation exist: individual and organizational. The former type is associated with behaviors targeting other employees, while the latter aims at the organization (including reduced effort, violation of norms). Workplace deviation can be caused by various factors such as the lack of motivation, workplace incivility, peculiarities of organizational culture, and so on.
Cultural peculiarities can be defined as a set of individuals’ behaviors and views on major areas of human life that are accepted by a particular group of people. Cultural peculiarities include but are not confined to language, sexual orientation, religion, beliefs, and norms related to major aspects of people’s lives (Cletus et al., 2018). Bias and prejudice are often regarded as by-products of the cultural peculiarities of people. They tend to be obstacles to the effective performance and successful development of organizations.
References
Al- Saffar, N. A. G., & Obeidat, A. M. (2020). The effect of total quality management practices on employee performance: The moderating role of knowledge sharing.Management Science Letters, 10, 77-90.
Cletus, H. E., Mahmood, N. A., Umar, A., & Ibrahim, A. D. (2018). Prospects and challenges of workplace diversity in modern day organizations: A critical review. HOLISTICA – Journal of Business and Public Administration, 9(2), 35-52.
Kakemam, E., Torkzadeh, L., Rouzbahani, M., Zahedi, H., & Chegini, Z. (2021). The relationship between workplace deviant behaviors and organizational justice among nurses: A cross‐sectional survey. Nursing Forum, 56(4), 889-896.