A self-regulation account of the job performance–job satisfaction relationship

Heike Heidemeier, Klaus Moser

Publikation: Beitrag in Fachzeitschrift (peer-reviewed)Artikel in Fachzeitschrift

2 Zitate (Scopus)


We present a self-regulation account of the job performance–job satisfaction relationship according to which job performance leads to job satisfaction, if it involves optimal expectancies for successful performance. Using response surface methodology (n = 747 employees), we found that employees who held overly negative (self-effacement) or overly positive self-perceptions of performance (self-enhancement) gained less satisfaction from their jobs. As hypothesized by self-discrepancy theory, self-effacement promoted fear-related negative emotions, whereas self-enhancement was linked to disappointment. Self-enhancers also reported lower trust and reduced satisfaction with interpersonal relationships, which may partly explain why self-enhancement had particularly detrimental effects. Furthermore, among employees high in performance-goal orientation, attaining high normative performance, as indicated by above-average supervisor evaluations, rather than optimal expectancies for success, explained job satisfaction. Our findings support the conclusion that need satisfaction and the ensuing self-regulatory processes determine the shape and the size of the performance–satisfaction relationship.

Seiten (von - bis)1313-1328
FachzeitschriftEuropean Journal of Social Psychology
PublikationsstatusVeröffentlicht - 1 Okt. 2019
Extern publiziertJa

ASJC Scopus Sachgebiete

  • Sozialpsychologie


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