Job satisfaction and job performance in the media industry

Abstract

In the media industry, employees learn a lot from their routines and if they experience dissatisfaction with their job, it will cause a great loss to the organization (Ireri, 2015). Research showed that job satisfaction impacts on several organizational factors such as change (Smith, 2009), turnover (Poon, 2004), strategy (Kaarst-Brown et al., 2004), teams (Recardo and Jolly, 1997), and ethics (Gebler, 2006). Consecutively, these factors have effect on the organization's performance (Erdogan and Enders, 2007). Research also indicated the relationship between job satisfaction and job performance (Moynihan and Pandey, 2007). Previous studies found the role of demographic variables on job performance such as income (Lemieux et al., 2009), age (Ng and Feldman, 2008), and gender (Semadar et al., 2006). The literature rarely addressed the relationship between job satisfaction and job performance, particularly in the context of media companies and the extent to which demographic variables could impact on this relationship remains a question. Only a few empirical studies exist to date and even in these, the effect of job satisfaction on employee performance was not the primary research focus. "Small number of studies have examined the effect of job satisfaction on job performance" (Yang and Hwang, 2014, p. 7). Fontannaz and Oosthuizen (2007) indicated that organizational performance is a collective factor of each employee's performance. To be prosperous, organizations should ensure job satisfaction among their workers (Markovits et al., 2014). According to Yang and Hwang (2014, p. 7), "knowing the causal relationship can help managers direct limited resources toward enhancing the cause, be it job performance". Organizations with more satisfied workforce are more efficient (Robbins, 2003). Human assets in the organization are the most valuable resources, which enable the organization to boost its financial/ non-financial performance and without intellectual capital, the organizations will not be able to increase their performance (Nielsen and Montemari, 2012). However, keeping good employees has become difficult for organizations due to various employees' desires. There is no unanimity on the causal relationship between job satisfaction and job performance. For instance, while some studies found a positive relationship between job satisfaction and job performance (for example,

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