This article identifies three major gaps between HR practice and scientific research on employee attitudes, particularly job satisfaction: (1) the causes of employee attitudes, (2) the results of positive or negative job satisfaction, and (3) how to measure and influence employee attitudes. The authors suggest ways for HR practitioners to close these gaps and evaluate their practices. Future research will focus on understanding personal characteristics like emotion in defining job satisfaction and how employee attitudes affect organizational performance. The article discusses the importance of job satisfaction as a key employee attitude, highlighting its influence on productivity, performance, and organizational outcomes. It explores the role of dispositional and cultural factors in job satisfaction, as well as the impact of the work environment on job satisfaction. Research indicates that job satisfaction is linked to performance, life satisfaction, and withdrawal behaviors such as turnover and absenteeism. The article also addresses how to measure and influence employee attitudes, emphasizing the use of employee attitude surveys and the importance of analyzing survey results for action. It discusses the use of norms, comparisons, and numerical accuracy in interpreting survey data. Additionally, it highlights the link between employee attitudes and business outcomes, such as customer satisfaction and financial performance. Finally, the article provides recommendations for HR practitioners on how to close the knowledge gaps and evaluate the effectiveness of their practices, emphasizing the importance of research-based approaches and the need for continuous improvement in understanding and managing employee attitudes.This article identifies three major gaps between HR practice and scientific research on employee attitudes, particularly job satisfaction: (1) the causes of employee attitudes, (2) the results of positive or negative job satisfaction, and (3) how to measure and influence employee attitudes. The authors suggest ways for HR practitioners to close these gaps and evaluate their practices. Future research will focus on understanding personal characteristics like emotion in defining job satisfaction and how employee attitudes affect organizational performance. The article discusses the importance of job satisfaction as a key employee attitude, highlighting its influence on productivity, performance, and organizational outcomes. It explores the role of dispositional and cultural factors in job satisfaction, as well as the impact of the work environment on job satisfaction. Research indicates that job satisfaction is linked to performance, life satisfaction, and withdrawal behaviors such as turnover and absenteeism. The article also addresses how to measure and influence employee attitudes, emphasizing the use of employee attitude surveys and the importance of analyzing survey results for action. It discusses the use of norms, comparisons, and numerical accuracy in interpreting survey data. Additionally, it highlights the link between employee attitudes and business outcomes, such as customer satisfaction and financial performance. Finally, the article provides recommendations for HR practitioners on how to close the knowledge gaps and evaluate the effectiveness of their practices, emphasizing the importance of research-based approaches and the need for continuous improvement in understanding and managing employee attitudes.