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luding Affect Theory, Dispositional Theory, Two-Factor Theory and the Job Characteristic Model. The Affect Theory of job satisfaction is one that has received the most attention and explains how job satisfaction is a result of the degree of discrepancy between what one wants from his or her job, and what he or she has in a job (Lent & Brown, 2006). The Two-Factor Theory explains satisfaction as being driven by motivation and hygiene. According to this theory, motivating factors cause people to want to do their job, and give them satisfaction. Motivating factors, according to the Two-Factor Theory, are found in aspects of the environment including pay rates, working conditions and organisational policies. As describe earlier, the Job Characteristic Model identifies the role of work being meaningful, job responsibility and feedback as key factors in job satisfaction. This model identifies five job domains that need to be considered, namely: skill variety, task significance, feedback, autonomy, and task identity (Lawler & Oldham, 1974). Finally, the Dispositional Theory describes job satisfaction as being rooted in individual tendencies, outside of the job, such as self-esteem, self-efficacy and locus of control.

Despite the correlation not being as linear as that between motivation and performance, job satisfaction has been positively associated with job performance. Shipton, West, Parkes, Dawson and Patterson (2007) describe how overall job satisfaction is correlated to work performance and role prescribed behaviour. Furthermore, according to Shipton et al. (2007), where positive affect is found to increase productivity, negative affect in the work place results in tension and poor performance. Also, low job satisfaction has been found to be related to greater turnover and high rates of absenteeism.

Early findings by Lawler and Oldham (1974) suggest that although job satisfaction has an impact on performance, this is not a linear one. Job satisfaction is seen to have a greater impact on the overall effectiveness of the organisation. These researchers explain this as resulting from a greater commitment to the organisation. Employees who are happy with their job and with the organisation are less likely to take days off sick, be late or seek other employment. According to these researchers, absenteeism, lateness and employee turnover results in a great expense to the organisation, furthermore, the loss of an employee and cost of replacement has been indicated in the research literature to be equivalent in cost as ten times the monthly salary of the lost employee (Lawler & Oldham, 1974).

2.3. The Relationship

A review of the literature on motivation and satisfaction highlight a number or similarities and differences between these two constructs. Both motivation and satisfaction have been shown in the literature to have a significant impact on employees' levels of happiness in their job and on their productivity (Kuvaas, 2006; Houkes et al., 2003; Lent & Brown, 2006). Both motivation and satisfaction have also been shown to have an impact on the degree of absenteeism, lateness and turnover within an organisation (Lawler & Oldham, 1974; Shipton et al., 2007). Despite these similarities, the literature clearly indicates that motivation and satisfaction are distinct constructs. The researcher is able to make the following summary of the literature: Motivation is som