Introduction
Founded in 1975, SAS Institute is the world's largest privately held Software Company based out of Cary North Carolina with 4200 employees in Cary, 1,000 throughout the United States and 7,000 based in 54 countries. SAS has a broad geographic presence in 139 countries. In 2013, they had 91 of the top 100 Fortune Global 500 companies as its customers. SAS provides business insight and explanatory programming to incorporate information administration, data visualization, and SAS cloud examination. (SWOT Analysis, 2014). SAS is not your average Silicon Valley technology organization, it's essential objective has been to make a working environment in which employees can create extraordinary results on the grounds that they are working …show more content…
Some of the common mechanism that had led many organizations to maintain a motivated workforce includes a provision of work-life balance, sharing rewards, engaging employees with customizing rewards, offering benefits to everyone and building lasting relationships through open communications (Njoroge, C. N., & Yazdanifard, R. 2014).
Labor View
There will be those that value higher salaries over a company's mission yet for those that genuinely appreciate what they accomplish as a professional, no measure of monetary reward will keep them in an unhappy place. Employees working in an organized or unorganized industry cannot give better productivity without proper motivation (Singh, L. K., & Srivastava, R. 2012). People have an essential human need to feel recognized and satisfied with their work. Recognition and incentive programs address those issues. SAS is an equal employment opportunity for all employees regardless of any protected class as characterized by federal, state or local laws (Sas.com, 2015). SAS is not known for large salaries, but they do pay competitively for there …show more content…
2006). Jim Goodnight values constancy, he has not laid off a single employee in his company’s history. According to (Goodstein, 1994), the larger the size of a company, the more prominent its level of responsiveness to institutional pressure for manager involvement in work-life issues. He has attempted to provide a comfortable working environment to his employees to work better. He has direct knowledge of what issues his workers have. He comprehends the difficulties of keeping up advancement and quality against business sector demands because he spends roughly 50 percent of his time programming. Also, he knows tired developers commit errors, costly slip-ups; therefore he instituted a 35-hour week work with the option to work from home. Goodnight’s strategy is to build employee satisfaction. He has provided flexible work hours, paid vacation, paid holiday, unlimited sick leave and free refreshments daily. To stay abreast of worker concerns, SAS depends intensely on worker feedback through its yearly employee feedback reviews. In 1996, SAS presented its first management feedback survey, through which their direct reports evaluate them. (Bankert, E., Lee, M. E., and Lange, C., 2005). Employees are encouraged to voice their concerns in regards to suspected inappropriate behavior to a manager, human resources or the legal department. SAS does not retaliate
Founded in 1975, SAS Institute is the world's largest privately held Software Company based out of Cary North Carolina with 4200 employees in Cary, 1,000 throughout the United States and 7,000 based in 54 countries. SAS has a broad geographic presence in 139 countries. In 2013, they had 91 of the top 100 Fortune Global 500 companies as its customers. SAS provides business insight and explanatory programming to incorporate information administration, data visualization, and SAS cloud examination. (SWOT Analysis, 2014). SAS is not your average Silicon Valley technology organization, it's essential objective has been to make a working environment in which employees can create extraordinary results on the grounds that they are working …show more content…
Some of the common mechanism that had led many organizations to maintain a motivated workforce includes a provision of work-life balance, sharing rewards, engaging employees with customizing rewards, offering benefits to everyone and building lasting relationships through open communications (Njoroge, C. N., & Yazdanifard, R. 2014).
Labor View
There will be those that value higher salaries over a company's mission yet for those that genuinely appreciate what they accomplish as a professional, no measure of monetary reward will keep them in an unhappy place. Employees working in an organized or unorganized industry cannot give better productivity without proper motivation (Singh, L. K., & Srivastava, R. 2012). People have an essential human need to feel recognized and satisfied with their work. Recognition and incentive programs address those issues. SAS is an equal employment opportunity for all employees regardless of any protected class as characterized by federal, state or local laws (Sas.com, 2015). SAS is not known for large salaries, but they do pay competitively for there …show more content…
2006). Jim Goodnight values constancy, he has not laid off a single employee in his company’s history. According to (Goodstein, 1994), the larger the size of a company, the more prominent its level of responsiveness to institutional pressure for manager involvement in work-life issues. He has attempted to provide a comfortable working environment to his employees to work better. He has direct knowledge of what issues his workers have. He comprehends the difficulties of keeping up advancement and quality against business sector demands because he spends roughly 50 percent of his time programming. Also, he knows tired developers commit errors, costly slip-ups; therefore he instituted a 35-hour week work with the option to work from home. Goodnight’s strategy is to build employee satisfaction. He has provided flexible work hours, paid vacation, paid holiday, unlimited sick leave and free refreshments daily. To stay abreast of worker concerns, SAS depends intensely on worker feedback through its yearly employee feedback reviews. In 1996, SAS presented its first management feedback survey, through which their direct reports evaluate them. (Bankert, E., Lee, M. E., and Lange, C., 2005). Employees are encouraged to voice their concerns in regards to suspected inappropriate behavior to a manager, human resources or the legal department. SAS does not retaliate