Three major theoretical perspectives are postulated, viz, the hypotheses that: (1) satisfaction leads to performance;
(2) the relationship is moderated by a number of variables; and (3) performance leads to satisfaction. Relevant
research results are found to be equivocal at best, thereby implying that the relationship between satisfaction and per
formance is highly complex. It is suggested that, for more definitive interpretation to be facilitated, future studies
should concentrate on attempting to discover potential moderating personal and situational variables.
Important areas of concern for management arising out of the review include the psychological effects of job content,
the matching of jobs to individual needs, the appropriateness of reward systems, and the use of performance appraisal
and salary evaluation. All are seen as being pertinent to the quality of organisational functioning. It is therefore con
tended that a holistic contingency approach which takes into account the needs of workers, the characteristics of their
work environment and the requirements of the organisation should be adopted.
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