The causal relation between job attitudes and performance: A meta-analysis of panel studies.
2008/01/01 by Michael Riketta · 541 citations
Business, Management and Accounting · Medicine · Psychology · #Affective events theory #Econometrics #Economics #Emotional Intelligence and Performance #Job Satisfaction and Organizational Behavior #Job attitude #Job design #Job performance #Job satisfaction #Medicine #Meta-analysis #Meta-regression #Organizational commitment #Panel analysis #Panel data #Personnel psychology #Psychology #Social psychology #Workaholism, burnout, and well-being
paper · doi:10.1037/0021-9010.93.2.472
published in Journal of Applied Psychology 93(2), 472-481 (American Psychological Association)
openalex publication_date 2008/01/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/27
Abstract
Do job attitudes cause performance, or is it the other way around? To answer this perennial question, the author conducted meta-analytic regression analyses on 16 studies that had repeatedly measured performance and job attitudes (i.e., job satisfaction or organizational commitment). The effect of job attitudes on subsequent performance, with baseline performance controlled, was weak but statistically significant (beta = .06). The effect was slightly stronger for commitment than for satisfaction and depended negatively on time lag. Effects of performance on subsequent job attitudes were elusive (beta = .00 across all studies), which suggests that job attitudes are more likely to influence performance than vice versa.
Citations
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