SAS Institute is a highly successful software company known for its loyal and productive workforce. SAS perfected employee management by addressing the four factors that influence work behaviors: job performance, citizenship, absenteeism, and turnover. SAS CEO Jim Goodnight implemented strategies like removing obstacles, encouraging exciting projects, valuing employees' ideas, providing job security and perks, allowing flexible work hours and unlimited sick leave. As a result, SAS experienced high job performance, low absenteeism and turnover rates of less than 3%, contributing to the company's continued success.
SAS Institute is a highly successful software company known for its loyal and productive workforce. SAS perfected employee management by addressing the four factors that influence work behaviors: job performance, citizenship, absenteeism, and turnover. SAS CEO Jim Goodnight implemented strategies like removing obstacles, encouraging exciting projects, valuing employees' ideas, providing job security and perks, allowing flexible work hours and unlimited sick leave. As a result, SAS experienced high job performance, low absenteeism and turnover rates of less than 3%, contributing to the company's continued success.
SAS Institute is a highly successful software company known for its loyal and productive workforce. SAS perfected employee management by addressing the four factors that influence work behaviors: job performance, citizenship, absenteeism, and turnover. SAS CEO Jim Goodnight implemented strategies like removing obstacles, encouraging exciting projects, valuing employees' ideas, providing job security and perks, allowing flexible work hours and unlimited sick leave. As a result, SAS experienced high job performance, low absenteeism and turnover rates of less than 3%, contributing to the company's continued success.
SAS Institute is a highly successful software company known for its loyal and productive workforce. SAS perfected employee management by addressing the four factors that influence work behaviors: job performance, citizenship, absenteeism, and turnover. SAS CEO Jim Goodnight implemented strategies like removing obstacles, encouraging exciting projects, valuing employees' ideas, providing job security and perks, allowing flexible work hours and unlimited sick leave. As a result, SAS experienced high job performance, low absenteeism and turnover rates of less than 3%, contributing to the company's continued success.
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BUS 1101 Unit 2 Writing Assignment 2020
Running head: SAS INVESTS IN EMPLOYEES
1 Writing Assignment Unit 2: SAS Invests in Employees Introduction — SAS Institute Inc. is the world's largest privately held software company. It attributes its success to the performance and loyalty of its workforce. How did SAS employees remain loyal and continue to give exceptional performance? SAS perfected the art of employee management. I agree with SAS's management approach by implementing the Four Factors That Have the Strongest Influence Over Work Behaviors: job performance, citizenship, absenteeism, and turnover (Carpenter, Bauer, & Erdogan, 2010). Job Performance is the activity of the job description executed by an employee. Job performance is significant, and it takes into consideration the influence of an individual's general mental ability. One factor influencing performance is treatment at work; workers pay attention to employer prejudices to other employees. Employee’s stress level, attitude to work, and personality play a significant role in job performance. SAS CEO, Jim Goodnight, addressed job performance issues by devising a management plan. The management strategy Goodnight employed was removing obstacles and giving employees opportunities to work on exciting and challenging projects. According to the BusinessDictionary (2019) website, it defines organizational citizenship as the "extent to which an individual's voluntary support and behavior contributes to the organization's success." Organizational citizenship has to do with one's personality and other factors, including treatment at work, positive work attitudes, and age of the employee. Personality plays a vital role in citizenship. The big five personality traits are openness, conscientiousness, extraversion, agreeableness, and neuroticism, according to Carpenter, Bauer, & Erdogan. Goodnight managed citizenship by his conviction that his employees' new ideas make his organization work, and he holds them in the highest esteem (Crowley). Amid the US Great Recession in 2008, Goodnight eased his 13,000 worldwide employees concerns by announcing that they would not lose their jobs (Crowley). Employees felt their contribution mattered. In processing the idea of no layoffs, consideration for people of every age who may have a difficult time finding a job appear to have been a factor. Absenteeism is the absence of an employee from work because of health problems, work/life balance issues, negative work attitudes or employee age. The way SAS manages absenteeism is by offering unlimited sick leave, understanding that employees have a life. SAS encourages employees to work reasonable hours and then go home to their families. SAS enhances positive work attitudes by allowing for a 35-hour workweek and providing additional employee perks (Crowley). With a wellness facility at work, there is a reduction in stress levels and illnesses. Having a balanced life, means work plus time to do family activities. Mayhew defines turnover refers to the number or percentage of workers who leave an organization and are replaced by new employees (2019). Turnovers may be caused by poor performance, negative work attitude, stress, personality or an employee’s age. Goodnight's management plan for dealing with turnovers is to value people above all else and give them perks. Of the turnover percentage, SAS has less than 3% compared to an industry average of 22% (Crowley). In regard to lost productivity, Crowley stated that the monies were instead used to enhance further “the work-life experience of employees.” Conclusion — In order to remain successful and achieve their goals, businesses like SAS need to include Carpenter, Bauer, & Erdogan’s “Four Factors That Have the Strongest Influence over Work Behaviors,” which are job performance, citizenship, absenteeism, and turnover. I agree with all of Goodnight’s approaches discussed above and in Crowley’s article: “How SAS Became the World’s Best Place to Work” because Jim Goodnight cared for his employees. The art of management and its approaches he used resulted in more productive and happy employees and enriching family lives.
