Based on research regarding the role of attitudinal ambivalence in the validity of attitudes in predicting behavior, we propose job ambivalence as a promising concept for job satisfaction research. In particular, we argue that job ambivalence (i.e., coexistence of positive and negative evaluations of one's job) may moderate the relationship between job satisfaction and job performance. Results of a study conducted with managers of an IT company show, as predicted, that job satisfaction is a better predictor of job performance (i.e., higher satisfaction related to higher performance) when individuals experience low job ambivalence, as compared to when individuals experience high job ambivalence. Implications for future research are discussed.