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The Relationship Between Job Satisfaction and Performance
Author(s) -
Factor R.
Publication year - 1982
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1177/103841118202000306
Subject(s) - situational ethics , salary , job satisfaction , matching (statistics) , contingency , quality (philosophy) , psychology , social psychology , applied psychology , marketing , business , economics , linguistics , statistics , philosophy , mathematics , epistemology , market economy
Three major theoretical perspectives are postulated, viz, the hypotheses that: (1) satisfaction leads to performance; (2) the relationship is moderated by a number of variables; and (3) performance leads to satisfaction. Relevant research results are found to be equivocal at best, thereby implying that the relationship between satisfaction and performance is highly complex. It is suggested that, for more definitive interpretation to be facilitated, future studies should concentrate on attempting to discover potential moderating personal and situational variables. Important areas of concern for management arising out of the review include the psychological effects of job content, the matching of jobs to individual needs, the appropriateness of reward systems, and the use of performance appraisal and salary evaluation. All are seen as being pertinent to the quality of organisational functioning. It is therefore con tended that a holistic contingency approach which takes into account the needs of workers, the characteristics of their work environment and the requirements of the organisation should be adopted.