tivity; however, this is not always the case. Some dissatisfied employees are productive because they hope that hard work will lead them to a better job. Also, some satisfied employees are unproductive—they enjoy a job that does not keep them under heavy pressure.
A sound supervisory strategy is to assume that high satisfaction and morale will lead to productivity gains for some employees. The produc¬tivity gains may be sufficient to offset the fact that improving satisfaction will often have no effect on productivity. For example, increasing the job satisfaction of an already highly productive employee would not leave much room for improvement. Another problem is that sometimes em¬ployees cannot increase their productivity in the short range even if they feel better about the company. One constraint might be a cap on produc¬tivity set by machinery and equipment.
