Although the benefits of satisfying nurses in their jobs often are assumed, there is limited research evidence to support such assumptions. Administrators, basing their actions in job satisfaction theory, find that the anticipated benefits of satisfying nurses arc not always realized. Changes intended to improve job satisfaction may be costly. The authors review the research and theoretical evidence for effects of job satisfaction on turnover, quality ol care, and patient satisfaction and report the findings of a recent study of nurses' job satisfaction, quality of care, and patient satisfaction. Implications for nurse administrators who use job satisfaction as a management tool are discussed.