Employee-Centric Strategies- Analyzing SAS Institute’s Approach to Work Behaviors
SAS Institute Inc. enjoys a remarkable reputation as the best employer on the Fortune Global 500 list. The company’s management has prioritized the welfare of employees by emphasizing four main aspects. Recognition of employees’ hard work is one aspect used to motivate the workforce (Case in Point: SAS Institute Invests in Employees, 2008). The exemplary performance that the company posts is repeatedly attributed to the employees’ hard work. This art of recognition depicts the treatment that employees receive from the management.
The company has provided employees with challenging opportunities. The company’s software developers can come up with cutting-edge software that is sold globally. Besides providing this opportunity to employees, the company eliminates all obstacles that can increase the difficulties employees face while completing their roles. Policies, rules, equipment, and meetings that affect work performance are eliminated from the company’s systems.
In addition, employees are always treated well. For instance, in 2009, SAS rewarded employees for their contributions instead of making reductions. They rewarded employees for their loyalty. This approach prepared the company for demanding periods as employees exhibit commitment leading to high productivity and effectiveness in goal achievement.
Most importantly, the company’s benefits program is meticulously planned around the surveys that are conducted to gauge employees’ satisfaction. The company offers perks and benefits based on the employees’ responses. SAS Institute offers varied benefits, including extracurricular activities, on-site healthcare for staff, unlimited leaves in the care of sickness, and healthcare coverage for dependents. Finally, SAS encourages its employees to maintain a work-life balance. Employees are only allowed to work for eight hours (Case in Point: SAS Institute Invests in Employees, 2008).
I agree with the firm’s approach regarding employee management. First, the employer can keep the employees happy by ensuring that the work environment is ideal. The presence of motivating benefits and opportunities encourages employee commitment and loyalty. This explains the reason for a low employee turnover. The employees feel valued and important to the company’s operations and success. Employees also recognize the benevolence that the company demonstrates towards them (Crowley, 2013). This humane treatment allows employees to reciprocate the same treatment towards clients.
As other companies seek to suppress employees’ growth opportunities, SAS offers employees all possible chances for growth. This encourages employees to put in their best effort toward goal achievement. The employees’ level of engagement is exhibited in their involvement in challenging tasks and the company’s consecutive years of profitability (Crowley, 2013). Besides offering the opportunity to partake in challenging tasks, the company also eases the process of work through the elimination of hurdles that may make it difficult for employees to achieve goals.
In addition, the encouragement or creation of a work-life balance ensures that employees do not experience burnout due to overworking. This approach also enables employees to maximize the eight hours that they are allowed to work without putting off any responsibilities for later or carrying work home (Case in Point: SAS Institute Invests in Employees, 2008). In addition, the health coverage benefits for employees and their families ensure peace of mind. Employees can access healthcare easily and remain in good health. In terms of organizational effectiveness, ASA’s approach and policies are efficient (Kataria, Rastogi, & Garg, 2013). The performance of employees is reflected in the sustained profitability that the company records. Suppose the company’s performance does not improve or the employee turnover increases, it would signal the policies’ ineffectiveness and require review to gain better performance. Subsequently, judging from the organization’s current performance, the policies equip the workforce to achieve the company’s goals.
References
Case in Point: SAS Institute Invests in Employees. (2008). In Management Principles.
Crowley, M. C. (2013). How SAS Became The World’s Best Place To Work.
Kataria, A., Rastogi, R., & Garg, P. (2013). “Organizational Effectiveness as a Function of Employee Engagement.” South Asian Journal of Management, 20(4), 56-73.
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Question 
Written Assignment Unit 2
Read the mini-case study in section 2.1. “Case in Point: SAS Institute Invests in Employees.” The study generally discusses the approach of a major software company to its employees. Then, consider the “Factors That Have the Strongest Influence over Work Behaviors” from Figure 2.15. Describe how SAS manages each of the four factors. Do you agree or disagree with the firm’s approach and policies? Why or why not?
Employee-Centric Strategies- Analyzing SAS Institute’s Approach to Work Behaviors
Note: Additional reading can be found at Crowley, M. C. (2013, January 22). How SAS became the world’s best place to work. Fast Company. http://www.fastcompany.com/3004953/how-sas-became-worlds-best-place-work
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