A qualitative and quantitative review of the relationship between job satisfaction and job performance is provided. The qualitative review is organized around 7 models that characterize past research on the relationship between job satisfaction and job performance. Although some models have received more support than have others, research has not provided conclusive confirmation or disconfirmation of any model, partly because of a lack of assimilation and integration in the literature. Research devoted to testing these models waned following 2 meta-analyses of the job satisfaction-job performance relationship. Because of limitations in these prior analyses and the misinterpretation of their findings, a new meta-analysis was conducted on 312 samples with a combined N of 54,417. The mean true correlation between overall job satisfaction and job performance was estimated to be .30. In light of these results and the qualitative review, an agenda for future research on the satisfaction-performance relationship is provided.

http://m.timothy-judge.com/JS-JP%20published.pdf

The job satisfaction-job performance relationship: a qualitative and quantitative review.

Etude meta-analytique faisant le point sur la question des relations entre la satisfaction vis-a-vis du travail et la performance professionnelle

Job satisfaction and job performance: A meta-analysis.

The correlational literature concerning the relationships between individual job satisfaction and individual performance was analyzed, using the metaanalysis techniques of Hunter, Schmidt, and Jackson (1982). Higher and more consistent correlations between overall job satisfaction and performance were indicated than those previously reported. Relationships between JDI measures of job satisfaction and performance were not as high or as consistent as those found between overall job satisfaction and performance.

A Meta-Analysis of the Relationships Between Individual Job Satisfaction and Individual Performance

Theories of Performance and Satisfaction: A Review

The purpose of this study was to examine the relationships between perceived managerial coaching behavior and employee work-related outcomes. Data were collected from 482 employees in a Korean public organization. The collected data were analyzed by structural equation modeling with a two-step approach. The hypothesized conceptual model was adequately supported by the sample data. Further investigations suggested managerial coaching, which had a direct impact on employee satisfaction with work and role clarity and an indirect impact on satisfaction with work, career commitment, organization commitment, and job performance. Findings provide empirical support to the hypothesized conceptual model of managerial coaching outcomes in organizations. Study findings offer evidence regarding prospective, but unexamined, benefits of managerial coaching. Such knowledge can be also used by practitioners for selecting and developing effective managers and leaders and understanding and managing employee attitudes and behaviors in organizations. This article is one of the first studies to provide evidence for the influence of managerial coaching behavior on employee role cognition, work attitudes, and performance. Since there is no commonly acknowledged theory or conceptual model for managerial coaching outcomes, this finding of the current hypothesized model can notably contribute to the research on managerial coaching. Furthermore, to date, no study of managerial coaching in Asian cultural contexts has been identified.

Harry C. Triandis

Papers

A critique and experimental design for the study of the relationship between productivity and job satisfaction.