Weiss and Cropanzano (1996) referred to the search for a relationship between job satisfaction and job performance as the ‘Holy Grail’ of organizational behavior research, and the happy-productive worker hypothesis has been extensively studied (e.g., Judge et al. 2001; Ledford 1999; Staw and Barsade 1993). The common theme running through these studies is the belief that employees who are happier or more satisfied with their job will also be better performers on those jobs. Despite the emotional flavor of lay conceptions of ‘happiness,’ job satisfaction scales do not typically focus on emotions, instead asking employees to rate their satisfaction with their pay, working conditions, job as a whole, etc. (e.g., Brayfield and Rothe 1951; Quinn 1979). Fisher (2000, 2003) suggests that this measurement decision contributes to weak or inconsistent findings.