The concept of job satisfaction and the assessment of job satisfaction began first in 1911 with the research of Frank Taylor. Taylor stated that rewards like the earnings of the practiced job, promotion, incentive payments, appreciation, and opportunities for progress could achieve job satisfaction (Aslan, 2001: 63). One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers’ productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction (Kyle, 2006: 177). In 1935, Hoppock found that job satisfaction forms part of general satisfaction (Hoppock R, 1935:47). Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one’s job; an affective reaction to one’s job; and an attitude towards one’s job ( Locke ve Weiss, 2001: 282) . The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups. Job satisfaction is a general or global affective reaction that individuals hold about their job. While researchers and practitioners most often measure global job satisfaction, there is also interest in measuring different "facets" or "dimensions" of satisfaction. Examination of these facet conditions is often useful for a more careful examination of employee satisfaction with critical job factors. Traditional job satisfaction facets include: co-workers, pay, job conditions, supervision, nature of the work and benefits (Spector, 1997:2 ). There are three main theories of job satisfaction. Frederick Herzberg Theory: Herzberg an American Behavioral scientist suggest that people show their dissatisfaction with salary, job security or organization policy. However, improvement regarding these dissatisfying factors do not necessary mean to have satisfying employees. He identifies hygiene factors like recognition, achievement and growth. According to him these might be helpful to raise job satisfaction level .The independent effect of hygiene factor is inconclusive and have been revisited time and again. Hackman and Oldham theory of job characteristics: This theory first introduced in 1975. The concept of this theory revolves around five core work and three psychological dimensions. Skill variety, task identity, task significance, autonomy, and task feedback are the work attributes that result in three psychological states namely meaningfulness of work, responsibility for work outcome, and knowledge of work activities. Adam’s Equity Theory of Job Satisfaction: Adam theory of equity describe that we often equate our condition at work place with other contemporaries. When one as an individual develops feeling that he has not been fairly treated in terms input he puts in his work and what he gets output. This state might leads to diminishing job satisfaction level. When people observe a ratio of inputs to outcomes that either favors other people or themselves they experience inequity, which is assumed to be enough unpleasant experience to motivate changes in either behavior or perception or both. Adam’s theory suggest balance between outputs like salary, benefits, responsibility, reputation, praise, and sense of achievement and inputs like hard work, skill, effort, flexibility, and adaptability. According the theory of equity balance between Inputs and Outputs might enhance employees’ level of pleasure which they derive from their work. This will lead to probably less sick leave, absenteeism, efficient work environment and cost effective workers (Syptak J.M. ve Ark., 1999: 26) Productivity and effectiveness has been discussed for many years in management and organization literature. Because organizational success depends on the skills and willingness of the workers employed in an organization. Besides that to be successful in a business life, a person has to work willingly and managers have to target high satisfaction of their workers. The job satisfaction levels of managers who aim to increase their workers job satisfaction is highly important for the foundation they work. Sport organizations can reach their aims with the help of educated sport managers. In Turkey, the organizations that sport managers can be grouped into either two categories: governmental or non-governmental. The government related group is formed with a central construction and from province and district organizations, province extensions with local administrations. The ones who are non-governmental are formed from private sector sport organizations and volunteer organizations (associations and foundations). Thus, we have 4 different constructions. The Youth and Sport General Directorship, the youth and sport province, and the district directorships of its province organizations, are all located within the public sector. In Turkey, the Football Pools Organization Directorship and amateur federations are located there as well. Officers, contractual personnel, interim personnel, and workers conduct the governmental services. Personnel business enterprises or company organized establishments ac