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Hrm: ’If You Want Your Employees to Perform at Soaring Levels, You Must Create High Levels of Job Satisfaction’’

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Hrm: ’If You Want Your Employees to Perform at Soaring Levels, You Must Create High Levels of Job Satisfaction’’
The relationship between job performance and job satisfaction has been very controversial for about the past fifty years with numerous studies and analysis on this correlation by industrial and organizational psychologists. Researchers have put in all their efforts to prove that there is a strong compatibility between performance and satisfaction with the notion that a happy worker is an effective worker. It may sound very convincing but however, trying to understand the nature between these two variables has not been easy because, the varied results have raised several questions over the hypothesis that job satisfaction and performance are strongly linked together. Some Researchers have indicated that the findings are inconclusive and that there is no connection between satisfaction and performance. As a result of this obscurity, this hypothesis continues to stimulate research and analysis of previous experiments.

The correlation between job satisfaction and performance is highly debatable and still continues to be one of the most argumentative issues. Some of the views by early researchers outlined that satisfaction leads to performance, while an alternative view was that performance leads to satisfaction. Brayfield and Crockett (1955) published the most prominent narrative review of the job satisfaction-job performance relationship. The article consisted of studies relating job satisfaction and job performance and behavioral outcomes such as accidents, absence and turnover which were all reviewed by authors. The results had proved that there was not much of a relationship between job satisfaction and performance and considered it as insignificant. (Brayfield and Crockett, 1955, p.405)
However, the Brayfield and Crockett review had only nine studies that studied the correlation between the two aspects and there was general subjectivity of qualitative reviews. Regardless of all the shortcomings, the review is possibly the most appealing in this field of study



References: Book: Colquitt, J.A., LePine, J. A., & Wesson, M.J. (2011). Organizational Behavior: improving performance and commitment in the workplace. New York: McGraw-Hill Irwin. Chapters 2 & 4. Spector, P.E. (2000). Industrial and organizational psychology: research and practice. Hoboken, NJ: John Wiley & Sons, Inc. 79-95. Journal: Laffaldano, M.T., & Muchinsky, P. M. (1985). Job satisfaction and Job performance: a meta analysis Psychological Bulletin. 97 (2), 251-273. Judge, T.A., Thoresen, C.J., Bono, J.E., & PAtton, G.K. (2001). the job satisfaction-job performance relationship: a qualitative and quantitative review. Psychological Bulletin. 127 (3), 376-407. Lapierre, L. M., & Hackett, R.D. (2007). Trait conscientiousness, leader-member exchange, job satisfaction and organizational citizenship behavior: a test of an integrative model. Journal of occupational and organizational psychology. 80 (0), 539-554. Williams, L.J., & Anderson, S.E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management. 17 (3), 601-617.

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