This dynamic relationship demonstrates that extreme aspects (poor and excellent) of job performance decrease
job satisfaction, while situating on the average job performance, gives employees incentives for job satisfaction.
While confronting these results with the overall organizational financial performance for 2014, which proved a
major profit loss, we may conclude that under the organization context of high financial loss, both poor and
excellent job performance are associated with decrease job satisfaction, while situating on the average job
performance, associates job satisfaction. Until now, we are not aware of any research proving this dynamic
relationship between job satisfaction and job performance, thus, this study may help expanding the current body of
knowledge on satisfaction-performance dynamics in real work organizational contexts.