The paper analyzes middle managers' job attitudes, in particular job satisfaction, based on case studies. Employees' job satisfaction is expected to reduce human resource management risks, leading to higher loyalty, organizational commitment and motivation and resulting in less turnover. Components of job satisfaction include achievement, recognition, work itself, job security, supervision, interpersonal relationships, compensation, organization, personal life and working conditions. They cause both satisfaction and dissatisfaction, which contradicts Herzberg's theory of job satisfaction and leads to different recommendations for management practice, namely focus improvement where it makes the most difference. An example is limiting work hours during peak season.