 Small and Medium Enterprises (SMEs) in Nigeria have not performed creditably well and

hence have not played the expected vital and vibrant role in the economic growth and
development of Nigeria. This situation has been of great concern to the government,
citizenry, operators, practitioners and the organised private sector groups. They are facing
challenges in human resources performance which is having negative effect on the
organization‟s performance, product quality, customer satisfaction and profitability.
Small and medium enterprises (SMEs) operators need not just only to retain talented
workers, but fully engaging them, capturing their minds and hearts at each stage of their
work lives in order to survive the pressure from global market competitive environment.
It is on this note that this research paper wishes to examine the impact of job satisfaction
dimensions on job performance with special reference to the selected Small and Medium
Enterprises (SMEs) in Ibadan metropolis. This research also provides new data and
empirical evidence on how job satisfaction dimensions affect job performance in the
Small and Medium Enterprises (SMEs)
 The concept of employee satisfaction has been a focus for research and practice for the last
two decades in particular (Greasley, et. al., 2005) and considered to be a critical issue for
organizational performance. A number of scholars and management “gurus” stressed the
importance of employee satisfaction and its influences on organizational performance as
much as customer satisfaction (Chen, et. al., 2006).
 Locke, et. Al (1969) describes job satisfaction a pleasurable or positive emotional state
resulting from the appraisal of one's job and job experiences.
 In contrast, Rousseau (1978) identified three components of employee satisfaction: they are
characteristics of the organization, job task factors, and personal characteristics. According to
Rousseau’s identification the characterization of the organization and the job task factors can
be regarded as work factors in job satisfaction, while personal characteristics can be regarded
as non-work factors of job satisfaction (Hagihara, et. al,1998).
 Employees’ work performance deteriorates when they do not feel satisfied with their
jobs. Mendis (2017) emphasized the importance of having satisfied employees to
achieve organizational goals and objectives. Mendis (2017) also indicated that job
satisfaction could impact employee job performance.
 Many small business leaders lack strategies to increase job satisfaction and maintain
effective communication between leaders and followers.
 Exploring qualitative characteristics and strategies for fostering and sustaining job
satisfaction promotes a more nuanced and potentially useful understanding of the
relationship between satisfaction and work outcomes (Kovacs, Stiglbauer, Batinic, &
Gnambs, 2017).
 The findings from this study may enhance small business leaders’ ability to explore
strategies that might increase job satisfaction.
 There is a potential link between job satisfaction and organizational performance
(Kovacs et al., 2017).
 Graves and Luciano (2013) claimed that in addition to having a significant impact on
employees’ performance, job satisfaction affects the relationship
between employees and their organizations.