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 each of the four factors is managed by SAS. Do you agree or disagree with the firm's approach and policies? Why or why not?

Note:Additional reading can be foundat 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

A significant answer is required. Each question should be answered in several paragraphs

2008 EMS institute inc All rights resend. Rtprodnxed by pa-m'mian um 5A5 institute I'm, (hry, North Carolina. Who are your best customers? Which customers are bringing you the most profits and which are the least protable? Companies are increasingly relying on complicated data mining software to answer these and other questions. More than 92% ofthe top 100 companies on the Fortune Global 500 list are using software developed by SAS Institute Inc., the world's largest privately held software company, for their business intelligence and analytical needs. The Cary, North Carolina, company is doing extremely well by any measure. They have over 10,000 employees worldwide, operate in over 100 countries, ranked number 1 on Fortune's 2010 list of the \"Best Companies to Work For," and reported $2.31 billion in revenue in 2009 (their 33rd consecutive year ofgrowth and profitability). They reinvested 23% of their 2009 revenue into research and development (R&D) activities. The company is quick to attribute their success to the performanm and loyalty oftheir workform. This is directly correlated with how they treat their employees. 8115 has perfected the art of employee management. It has been ranked on Fortune magazine's best places to work list every year since the list was first published. Employees seem to genuinely enjoy working at 5113 and are unusually attached to the company, resulting in a turnover rate that is less than 4% in an industrywhere 20% is the norm. In fact, when Google designed their own legendary campus in California, they visited the SAS campus to get ideas. One thing SAS does well is giving its employees opportunities to work on interesting and challenging projects. The soitware developers have the opportunity to develop cuttingedge soitware tobe used around the world. The company makes an effort to concentrate its business in the areas ofanaly'tics, which add the most value and help organizations best analyze disparate data for decision making, creating opportunities for 5113 workerstobe challenged. Plus, the company removes obstacles for employees. Equipment, policies, rules, and meetings that could impede productivity are eliminated. Preview File Edit View G Go Tools Window Help DO 0 ? )) 97% [ Tue 10:35 AM Adam Al-Mair Q . . management-principles-v1.1.pdf (page 74 of 778) A Q Search SAS has treated employees well in bad times as well as in good times. CEO Jim Goodnight is quoted as saying, "For 2010, I make the same promise that I did last year-SAS will have no layoffs. Too many companies worldwide sacrificed employees and benefits to cut costs in 2009. SAS took the opposite stance, and we have been rewarded in employee loyalty and overall success of the business. Maintaining this position throughout the downturn puts us in the best position to meet the expected market upturn." In addition, the company has a reputation as a pioneer when it comes to the perks it offers employees, but these perks are not given with a mentality of "offer everything but the kitchen sink." There is careful thinking and planning behind the choice of perks the company offers. SAS conducts regular employee satisfaction surveys, and any future benefits and perks offered are planned in response to the results. The company wants to eliminate stressors and anything that dissatisfies from people's lives. To keep employees healthy and fit, there are athletic fields; a full gym; a swimming pool; and tennis, basketball, and racquetball courts on campus. Plus, the company offers free on-site health care for employees, covers dependents at their fully staffed primary medical care center, and offers unlimited sick leave. The company understands that employees have a life and encourages employees to work reasonable hours and then go home to their families. In fact, a famous motto in the company is, "If you are working for more than 8 hours, you are just adding bugs." SAS is truly one of the industry leaders in leveraging its treatment of people for continued business success. Case written by [citation redacted per publisher request]. Based on information from Doing well by being rather nice. (2007, December 1). Economist. Retrieved April 30, 2010, from http://www.financialexpress.comews/ doing-well-by-being-rather-nice/247090; Cakebread, C. (2005, July). SAS..not SOS. Benefits Canada, 29(7), 18; Florida, R., & Goodnight, J. (2005, July-August). Managing for creativity. Harvard Business Review, 83(7/8), 124-131; Karlgaard, R. (2006, October 16). Who wants to be public? Forbes Asia, 2(17), 22; SAS ranks No. 1 on Fortune "Best Companies to Work For" list in America. (2010, January 21). SAS press release. Retrieved May 27, 2010, from http://www.sas.comews/preleases/2010fortuneranking.html.Job Organizational Performance Citizenship Absenteeism Turnover General Organizational Health Having low mental justice and problems performance abilities interpersonal relations Organizational Personality Work/life Negative work justice and balance issues attitudes interpersonal relations Stress (-) Positive work Negative work Stress attitudes attitudes Positive work Older Younger Personality attitudes employee employee Personality Younger employee & shorter tenure