Why do you think many people are in jobs that are not satisfying? Do organizations help people craft satisfying and motivating jobs, and if not, why not? 
Answer Question 1: Why do you think many people are in jobs that are not satisfying? Do organizations help people craft satisfying and motivating jobs, and if not, why not?
In times of economic recession, one of the main reasons people stay in jobs that are not satisfying can be due to the fear of not being able to pay their bills, provide for their families, and the fear of not being able to quickly find replaceable jobs that will provide equal or higher pay and benefits. This fear can lead many people to face the effects of cognitive dissonance, where individuals will seek a stable state by changing their initial attitude in attempt to reduce any form of inconsistency and to minimize dissonance between two or more attitudes or between behavior and attitude (Judge and Robbins, 2013). For example, an employee that is extremely unsatisfied with the management system of their workplace will not actively voice possible solutions for changes needed nor exit the job by quitting due to fear of losing their job. Instead he/she will persuade self into thinking, “Management sucks, but at least I have a job.” Or perhaps this worker will criticize management and the company prior to when they began working there, but once hired they will change their position and attitude to rationalize staying with the company, simply because they have no other means of providing for themselves and are often too lazy or apathetic to change jobs. Another reason why people stay in unsatisfying jobs will be due to loyalty; a possible hope for future promotion or belief that one day the conditions will improve. Both of these reasons are not healthy trends of the workforce, and organizations (whether the companies themselves or other third party ones) would be wise to think of ways to improve job satisfaction because studies have shown that happier workers are almost always more productive ones.
While all organizations should help people craft satisfying and motivating jobs, not all of them
In times of economic recession, one of the main reasons people stay in jobs that are not satisfying can be due to the fear of not being able to pay their bills, provide for their families, and the fear of not being able to quickly find replaceable jobs that will provide equal or higher pay and benefits. This fear can lead many people to face the effects of cognitive dissonance, where individuals will seek a stable state by changing their initial attitude in attempt to reduce any form of inconsistency and to minimize dissonance between two or more attitudes or between behavior and attitude (Judge and Robbins, 2013). For example, an employee that is extremely unsatisfied with the management system of their workplace will not actively voice possible solutions for changes needed nor exit the job by quitting due to fear of losing their job. Instead he/she will persuade self into thinking, “Management sucks, but at least I have a job.” Or perhaps this worker will criticize management and the company prior to when they began working there, but once hired they will change their position and attitude to rationalize staying with the company, simply because they have no other means of providing for themselves and are often too lazy or apathetic to change jobs. Another reason why people stay in unsatisfying jobs will be due to loyalty; a possible hope for future promotion or belief that one day the conditions will improve. Both of these reasons are not healthy trends of the workforce, and organizations (whether the companies themselves or other third party ones) would be wise to think of ways to improve job satisfaction because studies have shown that happier workers are almost always more productive ones.
While all organizations should help people craft satisfying and motivating jobs, not all of them
References: Robbins, S.P. & Judge, T.A. (2013). Organizational behavior (15th ed.), 324-325. Upper Saddle River, NJ: Pearson Education, Inc. publishing as Prentice Hall. Williams, Ray B. (February 13, 2010). How to motivate employees: What managers need to know. Wired for Success. Retrieved from http://www.psychologytoday.com/blog/wired-success/201002/how-motivate-employees-what-managers-need-know-0