One thing is certain: There are two basic views of satisfaction and performance, and they are inverted to one another. One believes that satisfaction leads to performance, while the other believes performance leads to satisfaction. In effect, we are saying if someone is happy with their job they will perform better, but in order to be satisfied, they have to perform in their job to get that satisfaction. It is somewhat of a revolving door, and again, it is hard to distinguish between whether satisfaction drives performance or if performance drives satisfaction.
Hackman & Oldham proposed the job characteristics model, which is widely used as a framework to study how particular job characteristics impact job outcomes, including job satisfaction. The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors. Not everyone is equally affected by the MPS of a job. People who are high in growth need strength (the desire for autonomy, challenge and development of new skills on the job) are particularly affected by job characteristics.  A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JCM.