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The opinions expressed in this paper are those of the author and do not necessarily reflect the views of UNCTAD. The designations and terminology employed are also those of the author.UNCTAD Discussion Papers are read anonymously by at least one referee, whose comments are taken into account before publication.

The purpose of this study is to add new insights into the mechanism through which job satisfaction relates to job performance. Affective commitment was tested as a potential mediator between job satisfaction and job performance, and traditionality was used as a potential moderator between job satisfaction and affective commitment. A survey study was conducted on 292 employees from seven companies in China. The study findings suggest that affective commitment serves as one of the mechanisms through which job satisfaction influences job performance. Job satisfaction can strengthen people's identification with, involvement in, and emotional attachment to their organization which in turn can foster better performance. The second major finding of this study is that cultural values influence how well people translate job satisfaction into affective commitment. People who are culturally more traditional tend to transfer their satisfaction with their job into stronger commitment than people lower in cultural traditionality. HRD implications are drawn.Since the emergence of the human relations movement, the relationship between job satisfaction and job performance has captured much scholarly attention (Judge, Thoresen, Bono, & Patton, 2001). Human resource development (HRD) draws heavily from the human relations philosophies and is concerned with how to foster desirable workplace attitudes and behavior, among which job satisfaction and job performance are key constructs (Bartlett & Kang, 2004). Studies multiplied to shed light on the linkage between job satisfaction and job performance but findings remain controversial (Brayfield &

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