Throughout this essay the concept of satisfied employees being more productive will be broken down and examined, taking into consideration research and theory, to determine whether there is any correlation between the two elements and if so, to what extent. Locke (1976) defines “job satisfaction as a pleasant or positive emotional state resulting from the evaluation of one's job or work experience… It is a perception of how well one's job provides those things that are considered important.” The feeling of satisfaction is an attitude, “a psychological tendency that is expressed by evaluating a particular entity with a certain degree of favor or disfavor” (Eagly and Chaiken, 1993), being the satisfaction that the employee feels. “In its purest form, job performance means fulfilling prescribed tasks competently” (Strauss, K 2013) and productivity is the act of fulfilling assigned tasks. Bakker (2011) proposes the “job demand resource model” which demonstrates that work engagement requires two resources; job resources and employees have personal resources. A job resource is for example; readily available social support, feedback and opportunities to enrich the job role. Bakker demonstrates that this benefits both the worker and the workplace by satisfying basic human needs; this means that when work resources are high, work is performed more efficiently, increasing productivity without additional time or financial resources having been invested. Knowledge of improved personal performance is rewarding for employees, which in turn increases commitment and effectiveness in the workplace by strengthening one's personal resources of self-esteem and optimism. This is a self-reinforcing cycle as work resources enable increased productivity as a means of work and causes job satisfaction. In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology. Chicago, Rand McNallyMcLeod, S., 2008. Cognitive dissonance. [Online] Available at: http://www.simplypsychology.org/cognitive-dissonance.html [Accessed 16 December 2013]. Meyer, J.P. and Allen, NJ (1991) A three-component conceptualization of organizational commitment. Human Resource Management Review 1, pp. 61-89. Meyer, J. P., & Allen, N. J. (1997). Engagement in the workplace: Theory, research, and application. Thousand Oaks, CA: Sage.Sher, R., 2012. Why You Need Dissatisfied Employees - Forbes. [Online]Available at: http://www.forbes.com/sites/robertsher/2012/08/03/why-you-need-dissatisfied-employees/[Accessed December 17, 2013].Strauss, K (2013) Lesson Four: Attitudes and Performance. Warwick Business School pp. 21