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tion with work. Let’s begin with the definition of “job satisfaction”. According to Judge, Hulin and Dalal (2009), the term “job satisfaction” is defined in a book entitled The Oxford Handbook of Organizational Psychology edited by Kozlowski (2012) as “multidimensional psychological responses to one’s job”. What Judge, Hulin and Dalal (2009) mean by “responses” are employees’ reactions which has elements in both cognition (evaluation) and emotion (affectivity). In other words, they are employees’ thinking and feelings towards their job and their work.

Employee contentment plays a vital part in the success of any organization’s business. In fact, the rate of employee satisfaction has either positive and negative relation to employees’ decisions of staying at their firms or resigning from work and turnover intentions (Lum et al., 1998) that severely impact on their work performance (Shore and Martin, 1989), their morale, their productivity (Kiely 1986) in particular and the businesses of their companies in general. As stated by Kiely (1986), employee dissatisfaction even has been leading to strikes, demonstrations, claims, uprisings and attacks, which are conducted by employees, aiming to their companies’ leaders in order to achieve their goals. Such strong employees’ actions towards their organizations like those partly ruin their companies’ image, reputation and prestige, which seriously affect all their companies’ relationship or co-operation with their partners and other firms as well as their businesses. Conversely, if all the organizations can satisfy their workforce, they will receive a lot of benefits in a competitive environment from customer contentment, revenue growth, greater profit, more prestige and higher positions which stem from employee satisfaction.

One more issue of managing people in an organization is job performance. Jex (2002) defines job performance as “all the behaviors employees engage in while at work”. In another way of understanding, job performance refers to the results or the abilities that employees can perform at their work. The quality of job performance has a negative and direct effect on operations function in any company. However, the quality of job performance depends on the ability and characters of each person. For example, employees who lack essential working skills will do their tasks at a slow pace in a longer time than the others who do not while people who are full of skills but sloppy in work resulting in mistakes, inaccurate figures and unreliable reports. Besides, there are still workers who are skillful, careful and can complete their tasks at a high pace but too confident of themselves or evaluate themselves in higher positions than their co-workers so that they do not want the others to manage their work and tend to be difficult employees to be disciplined in the workplaces.

In addition, employee recruitment and retention are now big problems in managing people and the issue of retention starts from recruitment. Every year, employers have to spend a huge amount of expenses to running the hiring process as well as training programs in order to recruit the best new members working for their firms. In almost every company, the operation of recruitment does not depend on the retention function. However, one small mistake in recruiting new employees will seriously affect the human resource retention which leads to the failure in managing people. For in