The causal relation between job attitudes and performance: a meta-analysis of panel studies

Michael Riketta*

*Corresponding author for this work

Research output: Contribution to journalArticle

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 (β = .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 (β = .00 across all studies), which suggests that job attitudes are more likely to influence performance than vice versa. (PsycINFO Database Record (c) 2016 APA, all rights reserved)

Original languageEnglish
Pages (from-to)472-481
Number of pages10
JournalJournal of Applied Psychology
Volume93
Issue number2
DOIs
Publication statusPublished - Mar 2008

Keywords

  • job satisfaction
  • meta-analysis
  • organizational citizenship behavior
  • organizational commitment
  • performance

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