This paper theoretically examined the impact of job satisfaction on organizational performance. It notes that job satisfaction is vital for improved organizational performances. The paper posits that an employee with a high level of job satisfaction holds positive attitudes towards his job. On the contrary, an employee who is dissatisfied with his job holds negative attitudes about the job. It also noted that improved organizational performances result from committed workforces who are satisfied with their work facets in the organizations. The paper concluded that job satisfaction has a negative relation with increase in absenteeism, turnover and low work drive, but creates positive high staff morale among employees, increases employee commitment to an organization, and enhances their level of motivation, and directly impact on the productivity level of employees. The paper recommends among others that, management should be interested in their employee’s attitudes as attitudes gives warnings of potential problems and is capable of influencing employee’s behavior. Managers should also raise employee satisfaction by focusing on the intrinsic and extrinsic parts of the job to keep the employees motivated and committed to drive organizations vision and goals domain, as well as strongly induce positive subsequent employee positive outcomes. Managers must however realize that creating a satisfied workforce is neither a bag of solution to every organizational problem nor a guarantee of successful organizational performance. Therefore, efforts should be made to strategically position the organization to take advantage of opportunities that abound in the environment through effective environmental scanning, and effective corporate management and putting in place structures that enhances employees’ job satisfaction.