The relationship between satisfaction, rewards or outcomes, and performance has been of prime interest for at least four decades now, and inevitably will continue to be popular until man finds some answers to the model linking these concepts. Despite the time and energy devoted to this area, not to speak of the space given this topic in the literature, little, if any, " conclusive " evidence has come forth. In an effort to obtain a better understanding of the performance-satisfaction relationship, and, to relate and give some direction to some of the traditional work done, a particular approach was employed. This study was designed to examine any causal relationships that might exist between our performance measure, various rewards or outcomes, and a global measure of satisfaction. The data provided the needed sufficiency for a look at causality : longitudinal measurements and correlational-causal analysis. Within this study, the Porter and Lawler model of performance causing satisfaction through outcomes, was not substantiated.; although moderate evidence was presented for a correlational relationship between satisfaction and performance moderated by intrinsic and interpersonal (extrinsic) rewards. No causal relationship was discovered supporting " human relations " movement (i. e., satisfaction causing performance) either. Some of many implications from these results were suggested for understanding complicate behavior patterns within complex industrial organizations in Japan.