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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
An Empirical Study of Impact of Job Satisfaction on
job Performance in the Public Sector Organizations
Dr. Muhammad Safdar Rehman
General Manager, Human Resources,
PEMRA, Islamabad, Pakistan.
Ajmal Waheed, PhD (Corresponding Author)
Assistant Professor,
Department of Administrative Sciences,
Quaid-e-Azam University, Islamabad
Note: This piece of research has been conducted as part of PhD research of the first
author (Rehman, 2010).
Abstract
The job satisfaction of employees is the most imperative factor in public sector regulatory
authorities in Pakistan. To enhance the productivity and effectiveness of the employees
one needs to examine what factors influences the job satisfaction. The purpose of this
descriptive-correlational study was to test link between job satisfaction, job retention and
job performance. Sample of 568 employees from public sector regulatory authorities was
selected for this study. Employing a descriptive-correlative survey method data was
collected through questionnaire. The employees were generally satisfied with their jobs.
This study has explored a relationships showing large effect size correlations (r = 0.52)
between job performance and job satisfaction.
Keywords: Public Sector Regulatory Authorities, Job Satisfaction, Job performance, Job
Retention, Job Analysis, Public Sector Employees.
1. Introduction
The topic of job satisfaction of an employee has received considerable attention of
researchers and managers equally (Gautam, Mandal & Dalal, 2006). The most important
information in an organization regarding an employee is a validated measure of his / her
level of job satisfaction (Roznowski & Hulin, 1992). The most-used research definition
of job satisfaction is by Locke (1976), who defined it as ―a pleasurable or positive
emotional state resulting from the appraisal of one‘s job or job experiences‖ (p. 1304).
Implicit in Locke‘s definition is the importance of both affect, or feeling, and cognition,
or thinking. When we think, we have feelings about what we think. Conversely, when we
have feelings, we think about what we feel. Cognition and affect are thus inextricably
linked, in psychology and even in biology. Thus, when evaluating our jobs, as when we
assess most anything important to us, both thinking and feeling are involved.
COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 167
JANUARY 2011
VOL 2, NO 9
Listed in ULRICH’S