Robert was 20 years old when he started to work for Organization A as a concrete pump-truck operator. At Organization A, Robert's division was made up of 3 pump operators who were delegated work based on seniority Robert enjoyed his work and always arrived at work early, often continuing to help out at the shop, even off the clock Robert, however, was disappointed with the amount of work, never being able to put in over 35 hours a week because of the hierarchy of his division combined with the slow economy and reduced job assignments in his division. In Robert's division, the senior operator always took the prime assignments, ones where an employee could put in a full day's work. Robert had met with the owner and expressed his interest in working anywhere in the organization, as he had a full range of construction skills and felt his desire to work and enjoyment of the field were reflected in his past year's performance. However, not long after his meeting with the owner, Robert was laid off. Robert applied to work at Organization B, a competitor of Organization A. Robert was hired as a concrete pump-truck operator. Two years after working for Organization B Robert was promoted as a construction foreman. As a salaried foreman, Robert made it a personal goal to arrive early to help assist in getting the supplies for the day loaded onto all trucks. Daily, he stayed at his job site as late as needed to get all the tasks completed. Often Robert would arrive home at night with enough time to eat and go to sleep to start his day over again. When he was home, Robert remained mentally engaged with work, dominating the conversation by reiterating his workday and discussed industry news and organization activities. Rarely did Robert take a vacation, and always went to work, regardless of sickness. The only day Robert had off during the week was Sunday, as he reported to work every Saturday, whether he went to the job site or elsewhere. There was always work to be done around the shop! Robert also enjoyed attending organization functions in particular, the end-of-the-year party where the entire organization gathered along with invited key people Organization B did business with. After working ten years at Organization B, the owner promoted him to supervisor. As a supervisor, Robert worked directly next to the owner of Organization B for the next ten years. Over the years Robert's relationship with the owner developed not only into one of a mentor, where he taught Robert details in running the organization, but also as confidante, discussing their personal lives. Robert received incremental pay raises, and in years that were especially profitable for the organization, received substantial end-of-year bonuses. Furthermore, two years ago the owner established Robert with a special retirement fund in which the organization intends to make yearly five-digit contributions in years the organization makes a lucrative profit. Robert will be 100% percent vested in 15 years. One year ago Robert received a pay cut and a 75% bonus reduction as part of an organization-wide cut to reduce organization expenses due to an economic slowdown; the owner himself took a cut in salary. Over the past several years Robert has taken on side (concrete) work outside of his employment with Organization B. Most recently he received a call to bid on a job that would undoubtedly launch him in own personal concrete business, but would place him as a direct competitor of his employer, Organization B, with whom he has worked for 20 years. Robert decided to turn down the lucrative job offer, stay with Organization B, and devoted even more energy to his work, as the owner promised that, as soon as the economy turns around, Robert will return to his previous salary. 2. Determine job satisfaction that Robert gain at work? (10marks)