The objective of this paper is to investigate the relationship between these four variables namely: job satisfaction, authentic leadership, psychological contract fulfillment and Job performance with the theoretical models and literature. Although many studies have already been conducted on job satisfaction and job performance, authentic leadership and job performance, its relationship is still subject to many debates between those relationships. Hence in this paper use of psychological contract fulfillment as a mediator to explore the relationship of each variable With regards to psychological contract, showed that organization enable to fulfillment of the psychological contract with employee was far more important than other motivation, Social exchange theory has emphasized reciprocity relation, provides a theoretical foundation to understand employees perceive to their expectation of whether their psychological contracts have been reached Furthermore, it was also proven that job satisfaction; authentic leadership, psychological contract and job performance interact with each other and interdependently such that the process is circular. When job satisfaction and performance is linked with job performance, the outcome revealed that higher job satisfaction leads to higher job performance. When authentic leadership is linked with job performance, results showed that it is higher job performance. Importantly, psychological contract fulfillment is the key to achieve desirable outcomes which mean that organization should fulfillment of the promise that you have been committed with employees. On good organization, trust is a nonnegotiable. The psychological contract fulfillment will act with consistency, keep a good relationship, and maintain confidence and support everyone, the goal is to propel job performance of an employee.