Table 2

Direct Comparison of Present Findings With Those of laffaldano and Muchinsky (1985) Source Mean , Mean p , CV 95% CI Comparisons including only those studies in laffaldano and Muchinsky (1985)
Source publication
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 p...
Context in source publication
Similar publications
McGregor’s Theory X/Y (1957; 1960/1985; 1966; 1967), one of the most famous theories of motivation and leadership, has had a profound effect on managerial thinking over the past fifty years. Yet the effect of X/Y attitudes on job performance has never been empirically demonstrated. The present research investigates whether X/Y attitudes and X/Y beh...
Citations
... Employees with high self-esteem tend to be more resistance-free to organizational change due to the feeling of increased control over their work life and personal life, making them less stressful in change (Judge et al., 2001). Individuals who measure high on ACS are mostly showing higher adaptability with emotional stability and self-efficacy. ...
The present study conduct on Urdu Translation and Validation of Acceptance of Change Scale in Pakistan. The study conducts to translate the Original version of Acceptance of Change Scale. Acceptance of Change scale measures the tendency of a person to acceptance and move towards change. The Acceptance of Change Scale has five dimensions such as change seeking, cognitive flexibility, predisposition to change, positive reaction to change and support for change. The study conduct with convenient sampling. The Sample was university teachers. The results are significant and reliability of translated version of ACS was high. The result of present study also indicate that Urdu version of ACS has good psychometric properties that promote the development of client’s strength and growth of a sense of Self, and help them to choose their ways without losing any opportunities in their lives and their works.
... Regarding teacher job satisfaction, the mean scores for the four dimensions-work environment, job resources, cultural environment, and sense of job accomplishment-exceed 3.7. These results indicate a generally high level of job satisfaction among teachers, with particularly positive evaluations of resource support and teacher participation, confirming prior research linking these factors to job satisfaction (Herzberg, 1966;Judge et al., 2001). ...
... Additionally, the correlation coefficient between overall teachers' job satisfaction and job performance was r ¼ 0.678, indicating a significant positive relationship at the 0.01 level (p < 0.01). This result reinforces findings from organizational psychology that satisfied employees tend to perform better (Judge et al., 2001). ...
... These dimensions are assessed through survey items (e.g. JES1, JRS1, CES1, SJA1) and capture teachers' satisfaction with various aspects of their professional roles, reflecting established models of job satisfaction in educational settings (Judge et al., 2001). ...
This study investigates how deans’ distributed leadership influences university teachers’ job performance in Jiangsu, China, emphasizing the mediating role of job satisfaction. A structured questionnaire survey collected data from 470 university teachers, and the hypotheses were analyzed using Structural Equation Modeling (SEM). The results demonstrate that distributed leadership significantly enhances teachers’ job satisfaction and job performance through four dimensions: organizational empowerment, collaborative decision-making, teacher participation, and resource support. Furthermore, mediation analysis confirms that job satisfaction partially mediates the relationship between distributed leadership and job performance, highlighting both direct and indirect effects. These findings underscore the critical role of distributed leadership in fostering a supportive and participative environment that boosts teachers’ performance. The study contributes to the theoretical understanding of distributed leadership while offering practical implications for university administrators, such as promoting participatory leadership practices and providing professional resources to enhance job performance and educational outcomes.
... According to Ling, Simsek, Lubatkin, and Veiga (2008), the transformational leadership of the CEO impacts work performance. Job satisfaction has a relationship with work performance (Judge et al., 2001), and it positively impacts organizational commitment, turnover intention, and absenteeism (Yang, 2010). Job satisfaction positively impacts commitment and performance (Awang et al., 2010). ...
... The research study on marketing in an organization described how job satisfaction (role of the salesperson) impacts work performance (Yang & Jen-Te, 2010;Brown, Steven P, Peterson and Robert A, 1994). Job satisfaction was related to work performance (Judge et al., 2001;Awang et al., 2010), but some researchers have explained plenty of job satisfaction impacts on work performance that will relate to the contacted customer (Chen et al., 2012; Chen et al.; Y. L., 2012). The investigation of job satisfaction impacted the workplace's four functions: widespread satisfaction with labor, the relationship between employees and payment, organizational culture and well-being, and employee faithfulness (Antoncic & Antoncic, 2011). ...
The governance of higher education has suggested improving research at universities that focus on developing human resources for higher education and digital transformation. Meanwhile, the higher education system and resources must receive enough financial support to improve weaknesses, which is essential for higher education. They must have considered a rule of development that will crucially enhance intellectual capability for creating leadership to all the degrees in their job. Transformational leadership absorbs the pressure at the workplace and encourages them to challenge hard work. At the same time, leadership behavior is the most observed, help to changing the employees behavior to get a more interested in a job, diagnostic, and reduce turnover and stress. This study reviews and discusses the effect of the perception of transformational leadership on job satisfaction, innovative behavior, and work performance of the university’s staff in Phnom Penh, Cambodia. Participate, transformational leadership, job satisfaction, and innovative behavior are independent of influencing work performance, in which work performance is a dependent variable; thus, the development hypothesis will be shown in the literature review.
... The findings are consistent with those of Khan et al. (2012), who concluded that increased professional autonomy leads to improved job performance through enhanced job satisfaction [56]. Various studies have confirmed the positive role of nurses' job satisfaction on their job performance [34,57,58]. High job satisfaction first reduces stress and job burnout among nurses and then leads to increased motivation and organizational commitment among them [59,60]. ...
Background
Although previous studies have linked professional autonomy to nurses’ job performance, research lacks how job satisfaction and organizational commitment mediate this relationship. Addressing this gap is essential for improving nursing practice outcomes. This study aims to determine the mediating effect of job satisfaction and organizational commitment in this relationship among Iranian nurses.
Methods
This descriptive-correlational study was conducted in Urmia teaching hospitals from October 2022 to June 2023. Four hundred twenty nurses were recruited using quota sampling. Eligible participants were selected non-randomly from predetermined numbers at four hospitals, and recruitment continued until the required sample size was achieved. Data were collected using demographic questionnaires, the Varjus Professional Autonomy Scale, the Porter Organizational Commitment Questionnaire, the Minnesota Satisfaction Questionnaire, and the Paterson Job Performance Questionnaire. Data were analyzed using SPSS ver. 23 and SmartPLS ver. 3.
Results
Professional autonomy had a positive, direct, and strong effect on nurses’ job performance (β = 0.708, t-value = 9.867, p < 0.001). Professional autonomy had a positive, direct, strong impact on job satisfaction (β = 0.854, t-value = 39.736, p < 0.001) and a positive, minor, and direct effect on organizational commitment (β = 0.199, t-value = 3.150, p = 0.000). Professional autonomy positively affects job performance through job satisfaction (β = 0.4016, 95% CI: 0.3280, 0.4736) and organizational commitment (β = 0.7582, 95% CI: 0.6088, 0.9086).
Conclusions
Healthcare managers should promote nurses’ autonomy and job satisfaction to enhance their performance. They can improve working conditions by offering competitive salaries, simplifying promotion processes, and involving nurses in decisions related to patient care. Additionally, essential steps to consider are supporting nursing autonomy, organizing educational classes, and implementing strategies such as stress reduction programs, reducing workloads, addressing nursing shortages, and decreasing working hours.
... The happiness or contentment that teachers derive from their organization influences their overall engagement in their work, contributing to the overall development and success of schools [62]. In fact, numerous studies have confirmed a positive and significant relationship between job satisfaction and job performance [8,38,41,47]. Specifically, the following hypotheses are proposed: ...
Perceiving organizational support is a crucial factor in enhancing teacher job satisfaction and contributes to improving teacher job performance. Previous research has predominantly focused on the impact of job satisfaction on job performance, overlooking the interactions among factors shaping perceived organizational support. This study aims to examine the interrelationships among personality traits, perceived organizational support, self-efficacy, and job satisfaction in influencing teacher job performance. A total of 581 university teachers participated in an empirical study, and the results confirmed that perceived organizational support influences teacher job performance directly and indirectly through personality traits, self-efficacy, and job satisfaction. This study develops and validates a novel model illustrating how perceived organizational support indirectly influences teachers’job performance through personality traits, self-efficacy, and job satisfaction. By emphasizing the mediating roles of personality traits, self-efficacy, and job satisfaction, this study makes a significant contribution to the theoretical literature. Moreover, it provides valuable theoretical insights and practical guidance for universities to formulate support strategies tailored to teachers’ personality traits, thereby enhancing their job performance.
... Job satisfaction is a critical factor influencing employee performance in any work environment. It is well-established in the literature that satisfied employees are more likely to exhibit higher levels of motivation, engagement, and productivity (Judge et al., 2001). In the context of a hybrid work model, where employees alternate between remote and in-office work, the relationship between job satisfaction and performance may differ from traditional work settings. ...
... This hypothesis is further supported by empirical studies that have examined the combined effects of job satisfaction and communication/collaboration on performance in various organizational settings (Judge et al., 2001;Parker et al., 2020). These studies suggest that improving both job satisfaction and communication/collaboration within the hybrid work model is likely to result in significant improvements in employee performance. ...
... = 0.000). This finding is consistent with existing literature, which suggests that satisfied employees are more likely to be motivated and productive (Judge et al., 2001). In the context of the hybrid working model at LEMC-Bengaluru, it appears that employees who are satisfied with their jobs are more likely to perform well, further emphasizing the importance of fostering job satisfaction to enhance overall performance. ...
The adoption of a hybrid working model, especially in the post-pandemic era, has garnered significant attention in the business world. This research study delves into the Hybrid Working Model practices and its consequences on employee performance and productivity. The study's objectives encompass an analysis of the Hybrid Working Model practices, the examination of job satisfaction, communication, and collaboration levels, and the assessment of its impact on employee performance and productivity. This descriptive research has collected responses from 145 employees using random sampling Technique through questionnaire and data were analysed using ANOVA, Correlation, Regression Analysis along with percentage analysis and descriptive statistics. The results indicate that the Hybrid Working Model significantly affects employee performance, underscoring the model's impact. The correlation analysis reveals a positive relationship between job satisfaction and performance, as well as communication and collaboration levels in the Hybrid Working Model.
... Influenced by positive events that continue to emerge in the workplace, employees' positive emotions will develop into stable affect, which can, in turn, bring unexpected job performance. Based on this argument, we believe that job well-being and job performance are not simply in a linear relationship as suggested in previous research (Huang et al., 2016;Judge et al., 2001). Since auditors' job is characterized by high professionalism and high responsibility, this study posits that job well-being and audit performance are in a curvilinear relationship, in which the effect of job well-being slightly decreases first and drastically increases later on the spectrum of audit performance. ...
... Most extant studies suggest that job well-being and job performance are in a positive linear relationship. This means that job performance increases or decreases in relation to job well-being (Huang et al., 2016;Judge et al., 2001;H. Y. Lin et al., 2012;Parent-Lamarche et al., 2021;Wright & Cropanzano, 2000). ...
... Initially, this study substantiated the hypothesis that a curvilinear relationship exists between auditors' job well-being and audit performance, confirming that job well-being significantly influences the audit outcomes, albeit in a non-linear manner. Specifically, our research findings reveal that higher levels of job well-being are associated with rapid improvements in audit performance, highlighting the crucial role of well-being in the auditing profession (Judge et al., 2001;Wright & Cropanzano, 2000). Moreover, our analysis supports the hypothesis of a synergistic interaction between job well-being and passion, significantly enhancing audit performance when both are elevated. ...
Most prior studies found that job well-being and job performance are in a linear relationship. Audit firms are a type of highly professional organization. Based on the affective events theory, this study argues that job well-being can accelerate the improvement of audit performance thus forming a curvilinear relationship. Additionally, auditing is a job that demands highly professional skills and responsibility. This study argues that an auditor’s passion for work can strengthen the relationship between job well-being and audit performance. The study employed a quantitative survey approach, collecting data from 178 auditors who are in a position of in-charge, deputy manager, and manager in the Big Four CPA firms in Taiwan. The empirical evidence confirmed that job well-being and audit performance are in a curvilinear relationship. In addition, the effect of job well-being on audit performance is greater in the presence of high passion and will diminish when the passion is low. According to the research results, the managerial implications for audit firms are provided.
... According to Locke (1976), job satisfaction can be defined as "a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences". Key Factors Influencing Job Satisfaction: These include the nature of the work itself, compensation, recognition, advancement opportunities, and relationships within the workplace (Judge et al., 2001). Impacts of Job Satisfaction: High levels of job satisfaction are associated with better employee performance, higher levels of organizational citizenship behavior, lower absenteeism, and reduced turnover intentions (Spector, 1997). ...
This study explores the impact of sexual harassment on key work attitudes job satisfaction, employee commitment, and job engagement in tertiary educational institutions in Delta State, Nigeria. Utilizing both correlation and multiple regression analyses, the study consistently finds that sexual harassment negatively influences these work attitudes. Specifically, increased levels of sexual harassment correlate with decreased job satisfaction, lower employee commitment, and reduced job engagement among employees. These findings highlight the dual role of sexual harassment as both a violation of employee rights and a major barrier to employee productivity and well-being within academic institutions. The research underscores the particular concern regarding the negative effects of harassment on employee commitment and engagement. Employees who experience sexual harassment are more likely to feel disengaged from their work and less emotionally invested in their roles. This disengagement not only impacts individual morale but also threatens overall organizational performance, potentially undermining the academic environment and institutional success. The study advocates for a proactive approach in tertiary institutions to address sexual harassment, emphasizing the importance of creating a safer and more inclusive work environment that prioritizes the well-being of employees. In light of these findings, the study proposes several recommendations for tertiary institutions in Delta State, Nigeria, to mitigate the impact of sexual harassment. These include implementing comprehensive anti-harassment policies, conducting regular training and awareness programs, establishing safe and confidential reporting mechanisms, promoting organizational support for victims, and regularly monitoring and evaluating the effectiveness of harassment prevention measures. By adopting these strategies, academic institutions can enhance employee satisfaction, commitment, and engagement, fostering a more positive and productive academic culture.
... However, much of what we know about how people feel about work is based on their level of satisfaction with a particular job. Consequently, the impressive body of literature on job satisfaction focuses mostly on the employment context and thus, on how people feel about a particular job, rather than on how people feel about work as a life domain (e.g., Connolly & Viswesvaran, 2000;Judge, Bono, Thoresen, & Patton, 2001;Judge, Heller, & Mount, 2002). Although the job satisfaction construct is well-suited to investigations within a specific employment context, it comprises limitations for investigating people's higher-level feelings about work as a domain in their life. ...
We used the samples of six studies to validate the Work Domain Satisfaction Scale (WDSS), a global, five-item and mid-level measure of work domain well-being. English and French versions of the scale were included in the studies to assess the stability of the instrument across these languages. Confirmatory factor analysis yielded a one-factor structure, which was shown invariant across languages and samples. Test-retest reliability of the scale was high, indicating that it measures a stable construct over time. Confirmatory factor analysis also provided evidence that satisfaction with work, measured with the WDSS, is related, but conceptually and empirically distinct from both life satisfaction and job satisfaction. The WDSS was also correlated in predictable ways with affective organizational commitment, a measure of how attached people are to their organizations. Work domain satisfaction also explained a significant amount of variance in affective organizational commitment, beyond job satisfaction. Moreover, the WDSS was positively related to inclusion of work into the self, a psychological variable that reflects the importance of work in the lives of individuals. The results indicate that the WDSS is a reliable, stable, and valid mid-level measure of satisfaction with work as a domain within people’s lives.
... The relationship between job satisfaction and job performance has been the concern of many studies. Job satisfaction refers to the employee's pleasurable or positive emotional state as a result of the appraisal of one's job and job experiences (Bartlett & Kang 2004; Judge, Thoresen, Bono & Patton 2001; Schmidt 2007). For the long-term effectiveness of the organisational system employees' satisfactory perceptions towards PAs are important (Longenecker & Nykodym 1996; Roberts 1992). ...
Performance appraisal is a widely recognized process, yet in Pakistan efforts to study and examine its effect onattitudinal outcomes and firm performance are scarce. The present study addresses this research gap. Researchersexplored the relationship between PA satisfaction, job satisfaction and turnover intentions in semi-governmentalorganizations in Pakistan. Using responses collected from 123 respondents, we find statistically significantrelationships between studied variables. The results have significant policy implications for improving theprocess of performance appraisal in semi-governmental organizations in Pakistan as well as other developingcountries. Further the study enriches the body of knowledge on performance appraisal and its impact onorganizational performance in developing countries.