Exploring The Relationship Between Job Satisfaction And Employee Performance: A Meta-Analysis

Abstract

This study presents a comprehensive meta-analysis examining the relationship between job satisfaction and employee performance across diverse organizational settings and cultural contexts. Theoretical Frameworks including Social Exchange Theory, Job Characteristics Model and Affective Events Theory led to prediction of positive effects of employee satisfaction on work performance, however empirical evidence has been inconsistent across studies. To fill this gap, the current research synthesises the data from 113 independent studies that include a total sample of over 38,000 employees. Overall correlation between job satisfaction and employee performance was r = 0.339 and was statistically significant moderate positive relationship using both fixed effects and random effects models. The strength of this association was influenced by several variables, not simply a matter of antiretrovirals and genetics. In studies that used self-report of performance measures compared to those that used supervisor ratings, higher effect sizes from studies involving self-report of performance measures were most likely due to common method variance. Finally, cultural context of individualistic cultures (e.g., United States) exhibited stronger correlations than collectivist ones (e.g., Japan), in accordance with Hofstede’s cultural dimensions. Moderation of the effect was found to depend on industry sector; service-based industries showed stronger satisfaction–performance relations than manufacturing. Furthermore, the use of standardised instruments was related to more consistent and stronger correlations. Publication bias assessments, including funnel plot symmetry and Egger’s test were not great but suggested minimal bias, and sensitivity analyses showed results to be robust. These results emphasise the strategic importance of job satisfaction as a predictor of performance and the necessity of considering problematic results in empirical organizational research having contextual and methodological dimension. Theoretical, future research, and HR practise implications of the findings are discussed. Investing in satisfaction boosting interventions, especially those that are culturally and industry specific, should be considered by organisations that are interested in improving employee performance.