The effects of organizational commitment, professional commitment, life-span career development, and self-monitoring on job satisfaction and job performance among staff accountants

Increasing the level of employee job performance and job satisfaction is a goal of most organizations. No one theory or variable has been found to explain job performance and job satisfaction; however, research evidence has indicated some correlation between these two constructs (for example, see Vroom, 1964; Lawler and Porter, 1967; Ross and Bomeli, 1971; Benke and Rhode, 1980, and Bullen and Flamholtz, 1985).

The importance of maximizing job satisfaction and job performance among employees within organizations is continually sought by managers. Maximizing job satisfaction and job performance may lead to higher productivity, lower overall costs for the firm, and reduced turnover of employees.

This study investigated constructs that can affect job satisfaction and job performance, as well as the relationship between these two constructs. The research objectives of this study were to: (1) investigate the effects of organizational commitment, professional commitment, life-span career development, and self-monitoring on job satisfaction and job performance for staff accountants in public accounting firms; (2) investigate the relationship between job satisfaction and job performance of staff accountants in public accounting firms; and, (3) investigate the relationship among organizational commitment, professional commitment, and life-span career development for staff accountants in public accounting firms.