Job satisfaction research primarily investigates the relationship between job characteristics, such as task variety, autonomy, and feedback, and employee attitudes, including job satisfaction, job involvement, and organizational commitment.

Hygiene factors are not a core dimension of job satisfaction according to Herzberg's Two-Factor Theory. Hygiene factors are job characteristics that prevent dissatisfaction, while motivators are job characteristics that lead to satisfaction.

High levels of autonomy, a supportive work environment, and opportunities for growth and development are all common antecedents of job satisfaction.

The relationship between job satisfaction and employee performance is complex and depends on various factors, including the specific job, the work context, and individual differences.

Increased job satisfaction is not a consequence of job dissatisfaction. Job dissatisfaction is typically associated with negative outcomes such as absenteeism, turnover, and reduced job performance.

Research on organizational commitment primarily investigates the impact of organizational commitment on employee attitudes and behaviors, such as job satisfaction, job involvement, and turnover.

Instrumental commitment is not a core dimension of organizational commitment according to Meyer and Allen's Three-Component Model. Affective commitment, normative commitment, and continuance commitment are the three core dimensions.

Perceived organizational support, fair and equitable treatment, and opportunities for growth and development are all common antecedents of organizational commitment.

Organizational commitment is negatively correlated with employee turnover. Higher levels of organizational commitment are associated with lower turnover rates.

Increased turnover is not a consequence of organizational commitment. Organizational commitment is typically associated with positive outcomes such as increased job satisfaction, reduced absenteeism, and improved job performance.

Job satisfaction and organizational commitment are positively correlated. Higher levels of job satisfaction are typically associated with higher levels of organizational commitment.

Performance appraisals are not a common method for measuring job satisfaction. Surveys, interviews, and focus groups are more commonly used methods.

360-degree feedback is not a common method for measuring organizational commitment. Surveys, interviews, and focus groups are more commonly used methods.

The subjective nature of these constructs, the lack of standardized measurement instruments, and the influence of individual differences are all challenges in measuring job satisfaction and organizational commitment.

Increased productivity, reduced absenteeism and turnover, and improved customer service are all potential implications of job satisfaction and organizational commitment for organizations.