IntroductionThe notion that employee job satisfaction should be a top priority for managers has been the subject of much debate. Although managers play many roles in organizations, their most important goal is to manage their organization in a way that maximizes profits. So, investing time, effort and money to ensure employee satisfaction is only worth it if it results in higher productivity and profitability for the company. Early theorists analyzed that increased profitability should increase with increased job satisfaction, while later studies emerged to refute the idea. existence of a significant relationship between the two variables. However, various publications have emerged more recently drawing attention to the appropriate level of analysis that should be undertaken when examining this relationship. There are many variations of definitions of job satisfaction, but for the purposes of this topic, the following definition would be more appropriate: "Job satisfaction can be viewed as an assessment of the fairness of treatment and conditions" ( Organ, DW 1988). Analysis of Job Satisfaction There are two schools of thought on the existence and causes of satisfaction. The first theory states that satisfaction is a fairly stable characteristic in individuals and the second theory states that the cause of satisfaction is more situational and indicates that "the climate of the organization, the characteristics of the job and the participation in the making decision” (Organ, DW 1988) are some of the factors that influence employee satisfaction. Thus, managers who subscribe to the job satisfaction-performance model (1st theory) can attempt to improve job performance either by recruiting individuals with ...... middle of paper ...... results performance, the employee must have adequate control over the results in question. Even small changes in employee performance can have a significant impact on the organization's financial results (Cascio, 1982) and, as such, can help or hinder the organization's efforts to gain competitive advantage. We need to learn more about the conditions under which strong affective commitment will be most likely to influence work behavior, and conversely, those under which the impact of commitment will be reduced.REFERENCEWebsites:1. http://www.smj.org.uk2. http://www.managementhelp.org3. http://www.employeesatisfactions.com4. http://www.team-building-ideas.co.ukManuals:1. Organizational Behavior (Related) by Robbins, Stephen P.2. Organizational Behavior (Alan M. Saks, Gary Johns, hardcover)3. Management and organizational behavior. Laurie J. Mullins