The Relationship between Job Satisfaction and Job Performance: A Study on Sports Industry

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Introduction
Organizations have to be strong and resilient to survive against developing technology, changes and increasing competition.Accordingly, these processes faced by organizations directly affect employees (Karaman et al., 2020).In other words, in today's competitive environment, standards must be maintained in order for businesses to survive in the business world.The way to achieve high productivity in organizations is to show the highest possible performance of employees within the standards (Çakır & Gözoğlu, 2019).In this context, if we need to mention the concept of performance, it is a concept that has a certain purpose and is obtained after a planned activity and determines the result quantitatively or qualitatively (Palmer, 1993;Çalışkan & Pekkan, 2017;Çalışkan et al., 2019).According to another definition, performance is the definition of where the employee or group performing activity can reach or what it can achieve about the intended goal related to that activity as quantity and quality (Naktiyok, 2019).
The high level of employee performance enables companies to reach their goals easily.It is very important that the employees are analysed in terms of which criteria, who will make this analysis, and at what level their performance level will be determine as higher or lower.However, the main issue is that their performance is evaluated and the evaluation results are notified to them.This situation is a necessity for a healthy execution of organizational functioning (Çakır & Gözoğlu, 2019;Ertan, 2008).According to Borman (2004), job performance is defined as the activity shown by the employee within the importance of the duties in the job description (Gülduran & Perçin, 2020).Job performance is the level of success that an employee performs in line with all his/her efforts to do the given job.If the employee is rewarded when he/she reaches his/her job goal, his/her job satisfaction level increases and affects the effort and success level of the work which will be given to the employee later (Yıldız et al., 2014;Ay & Keleş, 2017).Besides, the effective and productive working of the employees within the company depends largely on their high job satisfaction.Therefore, it is an important factor that enterprises determine the factors that affect the job satisfaction of employees and make efforts to improve them (Ö.Bozkurt & İ. Bozkurt, 2008).In this context, the concept of job satisfaction, which expresses the general attitude of individuals towards their jobs, is explained as a phenomenon that occurs when the characteristics of the job and the employee's wishes match each other and determines the employee's satisfaction with his job (Bakan & Büyükbeşe, 2004: Bayar & Öztürk, 2017).In other words, job satisfaction is defined as a feeling of satisfaction that emerges as a result of the harmony between the working life or the workplace conditions of the main person and a positive attitude towards the job he/she has (Ugboro & Obeng, 2000;Timuroğlu & İşcan, 2008).In general, Job Satisfaction can be defined as "a positive or negative evaluation judgment about a person's job or job status" or "the degree to which employees' needs and requests are met at the workplace".Job satisfaction, which is associated with the dimensions of individuals' love or enjoyment of their work, is affected by both situational and spiritual factors (Keller & Semmer, 2013;Yang et al., 2014;Tekingündüz et al., 2015).Similarly, Misener et al. (1996) have stated that the dimensions related to job satisfaction are constituted wages, benefits from work, promotion opportunities, working conditions, management, colleagues and organizational experience (Eroğluer, 2011).Again, job satisfaction occurs in two forms, and these are internal and external satisfaction.While satisfaction obtained as a result of work such as wages and economic rewards are expressed as "external satisfaction", the satisfaction felt during the study, such as the sense of achievement, is expressed as "inner satisfaction" (Deniz, 2005;Özaydın & Özdemir, 2014).In the literature, the studies about job satisfaction are generally related to job satisfaction and organizational cynicism (Chrobot-Mason, 2003;Eaton, 2000;Kahya, 2013), intention to quit (Kitapçı et al., 2013), organizational communication (Eroğluer, 2011), emotional intelligence (Sudak & Zehir, 2013) and organizational justice (Keklik & Çoşkun Us, 2013).Studies on job performance have focused on the relationships between emotional intelligence, transformational leadership, self-efficacy and job satisfaction (Bıyık, et al., 2017;Sony & Mekoth, 2016;Mohamad & Jais, 2016;Shamsuddin & Rahman, 2014;Lindebaum, 2013;Tabatabaei et al., 2013;Yozgat et al., 2013;Platis et al., 2015, Judge et al., 2001).From this point of view, the aim of this research is to examine the relationship between job performance and job satisfaction of individuals working in the sports industry.

Research Model
This research is a relational study designed according to the survey model, which is one of the quantitative research methods.The survey model provides a quantitative or numerical description of trends, attitudes or opinions in the population through studies on a sample selected from a population (Creswell, 2017).

The Research Group
A total of 423 people, 317 male (Middle-aged = 37.98±7.66)and 106 female (Middle-aged = 33.83±7.56),who was working in a company operating in the sports industry in Istanbul, selected by purposeful sampling method.

Personal Information Form
The personal information form was created by the researcher in order to determine some personal characteristics of the employees.

Minnesota Job Satisfaction Scale (MJSS)
The Minnesota Job Satisfaction Scale, developed by Weiss et al. (1967) and adapted into Turkish by Baycan (1985), was used in the study.The scale consisted of 20 items and 2 sub-dimensions.The sub-dimensions were Internal Satisfaction (12 items) and External Satisfaction (8 items).The scale was 5-Likert type and answered as 1 = Not Pleased; 5 = Very Pleased.

Job Performance Scale (JPS)
The "Job Performance Scale" developed by Kirkman and Rosen (1999) to determine the job performance of employees and adapted into Turkish by Çöl (2008) and Akkoç et al., (2012) was used.The scale consisted of one dimension and four items.The scale was 5-Likert type and answered as 1 = Strongly Disagree; 5 = Strongly Agree.

Data Analysis
The research data of this study were analyzed with SPSS 22 package program.It was decided whether the research data showed a normal distribution or not by looking at the skewness and kurtosis values.George and Mallery (2010) stated that the research data being between -2 and +2 is sufficient for the data to show a normal distribution.When the skewness and kurtosis values of the data in this study are examined, it is seen that the data are in the range of -2, +2.(Table 2).Therefore, it was assumed that the data showed a normal distribution for this study.After it was understood that the research data showed a normal distribution, the analyzes were analyzed with the 95% confidence interval t test, ANOVA and Pearson correlation test.The distribution of the personal information of the participants was given in Table 1.

Table 1. Distribution of personal information of participants
According to the analysis results, 74.9% of the participants were "Male", 78.7% were "Married", 79.7% were "Normal", 65.5% were "University" graduates, 59.3% were working for 7 years and more, 56.5% of them were found to have "Sufficient" working conditions at the workplace.Table 2 shows the distribution of research data.The average score obtained from the job performance scale was determined as 4.05.Considering the sub-dimensions of the job satisfaction scale; the mean score obtained from internal satisfaction was 3.17; The average score obtained from external satisfaction was found to be 2.27.Table 3 shows the results of the independent samples t-test to determine whether gender affects the means obtained from the scales.According to the results of the analysis, it was determined that the effect of gender on both Job Performance Scale and Job Satisfaction Scale sub-dimensions was not statistically significant (p > 0.05) The results of the independent samples t test, which were made to determine whether the marital status of the individuals affect their job performance and job satisfaction, are given in Table 4.According to the analysis findings, it was determined that marital status did not have an effect on job performance (p > 0.05).When the effect of marital status on job satisfaction sub-dimensions is examined; while marital status did not have a significant effect on internal satisfaction (p > 0.05); significant effect on external satisfaction was found (p < 0.05).It was determined that the significant difference was in favor of single individuals.Table 5 shows the results of the ANOVA test to determine whether the working period of individuals has an effect on job performance and job satisfaction.According to the results of the analysis, it was determined that the working period did not have a significant effect on the job performance (p > 0.05).According to the results of the analysis, when it is considered that the working period does not have a significant effect on the sub-dimensions of job satisfaction; It has been determined that working period has a significant effect on both internal satisfaction and external satisfaction (p < 0.05).Table 6 showed the analysis results of the relationship between the internal satisfaction and external satisfaction sub-dimension of the job satisfaction scale and the job performance scale.
According to the results, it was determined that there was a positive and low-level relationship between the sub-dimensions of the job satisfaction scale and job performance scale (p < 0.05).

Discussion
The main purpose of this research is to determine the relationship between the performance of individuals working in the sports industry and their job satisfaction.
In the research findings, it was determined that the gender variable did not have a significant effect on job satisfaction.In other words, the job satisfaction of individuals working in the sports industry did not differ according to gender.When the studies are examined; It has been determined that the findings of our research are in parallel with the studies conducted by Keklik and Coşkun Us (2013), Ö. Bozkurt and İ. Bozkurt (2008), and Özaydın and Özdemir (2014).The findings of the research showed that the gender of the individuals did not have a significant effect on the job performance.In other words, although the job performance levels of male individuals working in the sports industry are higher than females, this difference was not statistically significant.In the study by Özdemir et al. (2019), which examined the mediating role of person-organization fit in the effect of leader support and organizational justice perception on job performance, it was determined that there was no difference between individuals' job performances according to their gender.
When the job satisfaction levels of the participants were examined according to their marital status, it was determined that single individuals had higher scores on external satisfaction than married participants.Similarly, in a study conducted by Özaydın and Özdemir (2014), the results were parallel to this study.No statistically significant difference was found between the job performance levels of participants according to the marital status variable.In other words, no difference was found between individuals' job performance levels, whether they were married or single.When the studies on the subject were examined, the results of the study conducted by Özdemir et al. (2019) were in parallel with the results of this study.
When the job satisfaction levels of individuals working in the sports industry are examined according to the time they work at the workplace; It has been concluded that employees with 1-3 years of experience have higher satisfaction levels in both internal and external satisfaction sub-dimensions.The results of the study conducted by Özaydın and Özdemir (2014) were similar to the results of this study.There was no significant difference between the job performances of the individuals working in the sports industry according to the working period.In other words, although individuals working in the sports industry with 4-6 years of work experience have higher job performance levels, this difference was not statistically significant.In the study by Karaman et al. (2020) examining the effect of organizational exclusion on job performance and intention to quit, it was stated that there was no significant difference between individuals' job performance according to their services.
The results of this study are in parallel with the results of the study conducted by Karaman et al. (2020).Finally, it was determined that there was a positive and low-level relationship between the sub-dimensions of the job satisfaction scale and the job performance scale.In other words, it can be said that as the job performance of individuals increased, their job satisfaction also increased.

Conclusion
As a result, it was seen that there was no difference between the job performance levels and job satisfaction of both male and female.It was determined that singles had higher external satisfaction levels than married.It was found that individuals who worked for 1-3 years in the workplace had higher levels of both internal and external satisfaction than other individuals.Finally, a positive relationship was determined between the job performance and job satisfaction of individuals working in the sports industry.In other words, it was concluded that as the job performance of individuals working in the sports industry increases, their job satisfaction also increases in parallel.

Table 2 .
Distribution of scale scores

Table 3 .
Independent t-test results of scale scores according to the gender variable

Table 4 .
Independent t-test results of scale scores according to marital status variable

Table 5 .
ANOVA results of scale scores according to working period

Table 6 .
Results of correlation analysis between job satisfaction and job performance scores