Satysfakcja z pracy i wydajność pracowników : relacja (nie)oczekiwana

Abstract

The relationship between job satisfaction and job performance has been a fundamental problem in work and organizational psychology. Many years of exploring the association have created a significant tradition in organizational studies. This phenomenon exists because the idea of a satisfied and well‑working employee is continuously important in a society that believes that good work makes people happy. Moreover, the relationship between satisfaction and performance has practical implications. Achieving an organizational competitive advantage is not possible when employees do not perform to achieve their goals or are not satisfied with their job. Despite the existence of research results, there is still no agreement on the strength and direction of the relationship between job satisfaction and job performance. This fact has become the author’s motivation to do his research on verifying the classic and revised happyproductive worker thesis. The correlation analysis, carried out on a group of 458 adult employees, revealed that job satisfaction and job performance were related. Specifically, extrinsic, intrinsic, and general job satisfaction were associated with mandatory task performance, organizational citizenship behavior, and creative performance. The results obtained in cluster analysis allowed distinguishing four groups of employees, which were described as: satisfied and efficient, unsatisfied and inefficient, as well as satisfied and inefficient, and unsatisfied and efficient. Units from all four groups (clusters) differed from one another in terms of extrinsic, intrinsic, and general job satisfaction and job performance, i.e., task performance, organizational citizenship behavior, and creative performance. The results are discussed with reference to the literature reviewed in the first three theoretical chapters of the book.