ABSTRACT
In the organizational sciences, the most widely used criteria are often measures of job performance, and this is certainly one way of assessing success or failure. Rather, failure to consider nonwork factors in defining success should be thought of as a source of criterion deficiency. There are many challenges in determining what to measure, how to measure it, and how to use that information, but the case seems clear—we need to take a broader approach to defining performance, success for individuals and organizations. Organizational demands on the time and energy of employees appear to be more compelling than those of the family because of the economic contribution of work to the well-being of the family. Organizationally deviant behaviors that have negative value for organizational effectiveness have been proposed as a fourth distinct component of job performance. With the changing nature of work and the workforce, context-embedded criterion evolution can more fully capture how work is done in the 21st century.
