Relationship Between Job Satisfaction and Job Performance and Absenteeism

8774 Words Nov 2nd, 2008 36 Pages

1.1 Conceptual Background This paper will discuss about job satisfaction and its relation with job performance and absenteeism. Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one’s job. Stephen P. Robbins based in his book (Organizational Behavior, 12th edition) described job satisfaction as a positive feeling about one’s job resulting from an evaluation of its characteristics. Job satisfaction is one of dependent variable of organizational behavior. It becomes one of primary dependent variable because it’s demonstrated relationship to performance factors, and the value preferences of many OB researchers. Some of the researchers already prove that job satisfaction
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Eni currently owns approximately 43% of Saipem.
Saipem has always invested in the vessels, equipment and facilities to perform most its own work. Over the last decade, with the migration of the business towards deepwater and developing countries, this investment accelerated strongly. The primary areas of investment include deepwater drilling, field development, pipelay, leased floating production and storage (fpso), and subsea robotics. Saipem has led the trend in boosting local content by developing impressive facilities West Africa and the FSU. As a result, Saipem’s fleet and facilities are perhaps the most technologically advanced and efficient in the industry.
While developing its vessels, equipment and facilities for the strong ‘frontier’ market trend, in 2001, the Company started to reinforce its engineering & project management capabilities to cope with the other important market trend towards large EPIC projects. This was achieved principally through a number of acquisitions, culminating in the acquisition of Bouygues Offshore s.a. in 2002. This was the largest cross-border acquisition in Europe in the oil services sector and created a formidable international EPIC contractor with a strong offshore bias and a very wide, mainly international, oil company client base.
Responding to the recent industry trend towards large onshore EPC projects, including those related to gas monetization, exploitation of difficult oil (heavy oil, tar sands, etc.), and in order