在组织中，员工绩效是企业关心的重要问题，如何提高员工绩效成为企业管理的重中之重。对于员工绩效的研究大多集中在其影响因素和其他相关研究方面。影响因素包括人格特质、能力因素、与工作相关的知识、经验，组织相关变量等。其他相关研究包括个体差异、认知方面等。虽然，也有学者开始关注负面人格、消极因素对绩效的影响，但仍在探索阶段。本研究通过探讨相对剥夺感这个重要的负面认知对员工绩效的影响机制，希望能够引起企业和个人对相对剥夺感的重视。 本研究通过问卷星样本服务对315名在职员工的相对剥夺感、任务绩效、周边绩效、组织公平感和团队合作规范进行调查，同时收集了性别、学历、年龄和工作年限等人口统计学变量。经Harman单因素检验，本研究数据的共同方法偏差在可以接受的范围内。结果如下： 1、员工的相对剥夺感显著负向预测员工的任务绩效、周边绩效。 2、组织公平感在相对剥夺感对任务绩效、周边绩效的影响中起中介作用，即组织公平感中介相对剥夺感对任务绩效的负面影响，组织公平感中介相对剥夺感对周边绩效的负面影响。 3、团队合作规范调节了相对剥夺感通过组织公平感对任务绩效的中介过程的后半路径，相比于低团队合作规范条件下，高团队合作规范下组织公平感对任务绩效的影响更强。团队合作规范对相对剥夺感通过组织公平感影响周边绩效的中介过程的调节作用不成立。 因此，本研究发现相对剥夺感对任务绩效的影响是有调节的中介效应，为日后研究奠定基础，为企业发展提供建议。

Employee performance is an important issue in the organization. How to improve employee performance has become a top priority of business management. The research on employee performance is mostly focused on its influencing factors and other related research aspects. The influencing factors include personality traits, ability factors, work-related knowledge, experience, and organizational-related variables. Other related studies include individual differences and cognitive aspects. Although some scholars have begun to pay attention to negative personalities and negative factors, they are still in the exploration stage. This study hopes to explore the Personal relative deprivation (PRD), which is an important negative perception, to continue the study of negative constructs on employee performance. It hopes to draw the attention of organizations and individuals to Personal relative deprivation (PRD). This study uses a questionnaire method to conduct a survey of 315 employees, including Personal Relative Deprivation Scale, Task Performance Scale, Contextual Performance Scale, Organizational Justice Scale, Cooperative Group Norms Scale and demographic variables: gender, education, age, and working years. Harman's single-factor test showed that the common method bias of this study data was within an acceptable range. The result is as follows: 1. The employee's Personal relative deprivation (PRD) significantly negatively predicts the employee's Task performance (TP) and Contextual performance (CP). 2. Organizational Justice (OJ) plays a mediating role in the PRD on employees’ performance including TP and CP. That is, OJ mediated the negative influence of PRD on TP, OJ mediated the negative influence of PRD on CP. 3. Organizational Justice (OJ) could mediate the relationship between PRD and TP, CGN moderated the second path of the mediation. The positive relationship of OJ on TP is stronger at higher levels of CGN. OJ could mediate the relationship between PRD and CP, CGN couldn’t moderate the mediation. Therefore, this study finds that the effect of PRD on TP was moderated mediating effect, lays the foundation for future research and provides suggestions for the development of the company.