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In the Job Satisfaction- Performance literature largely, job satisfaction is portrayed and
discussed positively as a performance driver for organizations that embark on the journey
of progress. This research asks whether job satisfaction inevitably leads to negative
implementation outcomes and how. This research focuses on factors other than job
satisfaction that can be used to drive better performance of employees and how
satisfaction could also lead to negative outcomes. In an attempt to answer this question,
the research undertakes three key tasks. First, it contextualizes how job satisfaction has
minor affects on performance. Second, it outlines the factors that can increase
performance. Third, it discusses crisply the adverse affects on job satisfaction through
empirical evidence to provide focus and 'evidential grounding' for the research.
Essentially, the research contends that for institutions that are unable to manage and lead
productivity from employees, this research serves a powerful purpose ensuring the multi-dimensional approach to view employee performance and modelled to take account of
the people on whom it may impact as well as the overall value it may deliver.