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Does the Job Satisfaction—Job Performance Relationship Vary Across Cultures?

University of Hong Kong

Kelly L. Sorensen

University of Georgia

Frederick H. K. Yim

University of Akron

The purpose of this study is to examine whether culture moderates the relationship between job satisfaction and job performance. Multiple theoretical frameworks regarding culture are used as the theoretical guide. Based on meta-analytical moderator tests, the authors find some support for their hypotheses that the effect size for the job satisfaction—job performance relationship is likely to be stronger in individualistic (vs. collectivistic) cultures, in low-power-distance (vs. high-power-distance) cultures, in low-uncertainty-avoidance (vs. high-uncertainty-avoidance) cultures, and in masculine (vs. feminine) cultures. They also observe stronger evidence of these effects for task performance than for contextual performance. Implications for theory, practice, and future research are discussed.

Key Words: job satisfaction • job performance • national culture • moderator • culture

This version was published on September 1, 2009

Journal of Cross-Cultural Psychology, Vol. 40, No. 5, 761-796 (2009)
DOI: 10.1177/0022022109339208


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