It is not easy to understand the nature of work satisfaction and its impact on work performance. For at least 50 years, industrial / organizational psychologists struggle with workplace satisfaction and work performance. Researchers have made significant efforts to prove that the two are particularly positive with each other: the happy worker is a good worker. Although this seems to be a very attractive idea, the results of empirical literature are too mixed to support the hypothesis that job satisfaction results in better performance or that there is a reliable positive correlation between these two variables. On the other hand, some researchers argue that the results are equally convincing of the hypothesis that there is no such relationship. Due to this ambiguity, this relationship continues to encourage research and screening of previous experiments. This study describes the relationship between working conditions and performance, keeping in mind the value this relationship with organizations.
Workplace satisfaction is a complex and versatile concept that can mean different things for different people. Job satisfaction is usually related to motivation, but the nature of the relationship is not clear. Satisfaction is not the same as motivation. "Job satisfaction is more a behavior, an internal state that can, for example, associate with a quantitative or qualitative outcome." In recent years, focusing on job satisfaction is more closely related to wider approaches between better job creation and work organization and quality of life at work.
Relationship between work satisfaction and performance is a matter of ongoing debates and debates. One view of approaching early human relationships is that satisfaction leads to performance. Another aspect is that performance leads to satisfaction. However, a number of studies suggest that research has only a limited relationship between satisfaction and work outcomes and provides little comfort to those who want to make sure that a satisfied worker is productive. Labor flows and absenteeism are usually linked to dissatisfaction, but although there are correlations, there are many other possible factors. There is no universal generality about workers' dissatisfaction, which provides easy solutions to the problems of traffic and absenteeism. The study suggests that it is primarily in the field of job creation, where it is also possible to constructively improve the employee's level of satisfaction.
Individual performance is usually determined by three factors. Motivation, work, ability, ability to work and the working environment, tools, materials and the need for information to carry out work. If the employee does not have the capability, the manager can either train or replace the employee. If an environmental problem arises, the manager may usually perform higher performance enhancements. But if motivation is a problem, the manager's job is more challenging. Individual behavior is a complex phenomenon and the leader can not understand why the employee is not motivated and how the behavior changes. So motivation is vital as it can negatively affect your performance and immaterial nature.