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consequences of job satisfaction involve performance, absenteeism, and turnover. These consequences have been discussed by many researchers (i.e., Bruce & Blackburn, 1992; Gruneberg, 1979; Locke, 1976; Spector, 1997; Vroom, 1982) interested in job satisfaction.

Job Satisfaction and Performance

During the 1930s-1950s, the notion existed that happy workers are productive workers. Research conducted based on that notion and with the goal to show a positive relationship between job satisfaction and job performance found little support for such a relationship (Vroom, 1982). Bruce and Blackburn (1992) presented the fact that a positive job satisfaction performance relationship is possible, but so is the possibility of no relationship as well as a negative relationship. Spector (1997) pointed out the potentiality of a performance-satisfaction relationship in addition to the satisfaction-performance relationship. In his opinion, more evidence exists that better performers experience more job satisfaction because they receive rewards associated with good performance. Considering the financial performance in terms of annual returns of the 100 best companies to work for in America, Grant (1998) recently asked the question: “Do employees make companies successful, or do successful companies make employees happy?” (p. 21). She concluded that causation exists in both directions. Interesting was also the presence of happy workers in companies which under performed as indicated by very low annual returns or losses.

Job Satisfaction and Absenteeism.

Studies investigating the job satisfaction-absenteeism relationship have documented consistent, significant, but moderate negative relationships (Locke, 1976). Employees who are satisfied are less likely to be absent than employees who are dissatisfied. Absence is influenced by job satisfaction but also by, for example, pressure or lack of pressure to attend. Incentives for attendance or punishment for absence can decrease absenteeism. Liberal sick leave policies can cause employees, including the highly satisfied ones, to be absent.

Job Satisfaction and Turnover.

According to Mobely (1982), a weak-to-moderate negative relationship exists between job satisfaction and turnover. High job satisfaction leads to low turnover. In general, dissatisfied workers are more likely to quit than those who are satisfied. But it is also a fact that some dissatisfied workers never leave, and some satisfied workers do take jobs in other organizations. Both Mobely (1982) and Vroom (1982) advise to administer and read minister facetspecific job satisfaction surveys. Facet-specific instruments allow the identification of dissatisfaction concerning such factors as pay, job content, supervision, coworkers, and working conditions. Read ministering instruments can identify changes and facilitate trend analysis.

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