SAS Institute is a company within the software industry. The company, with its headquarters in Cary, North Carolina was founded in 1976 and has therefore existed for fifty years. It was founded by James Goodnight who also acts as the companys CEO and owns two-thirds of the company while John Sall, a senior vice president, owns the other third. SAS Institute has been described as one of the largest privately owned software company and an international leader in decision support software and data warehousing with its offices scattered all over the world (Bankert et al.p.1).
Initially, the companys core product was base SAS software which was originally developed for agricultural data analysis on IBM mainframes at the State University of North Carolina. However, over the years, the SAS system has become an absolute information delivery system, in addition to 25 fully integrated modular applications that allow an organization complete control over its data - from data access, management, analysis and presentation (p.1). Rather than sell its software to its customers, SAS Institute leases it. The annual renewal of leases puts strong emphasis on customer quality and satisfaction by ensuring that any technological advances in the software product are determined by customer needs.
In an attempt to maintain the work environment, the company adopted competitive strategies aimed at supporting the companys culture. This includes a standard worksheet of 35-hours which affords employees quality time with their families. Those who work extra hours do so by choice. The compensation system allows the employee to participate in profit sharing and at the same time be eligible for bonuses. The company relies heavily on the input of employees and managers through annual employee satisfaction surveys which seek to determine the overall work environment. The results are then posted in their intranet and areas of improvement identified. Its hire hard recruitment strategy has assured the companys longevity. This strategy takes job applicants through a rigorous interview which lays strong emphasis on technical skills as well on attitude (p.1). These strategies have proven effective as they have placed the company on a higher pedestal in terms of growth and success.
The approach used by the SAS Institute to motivate employees is the employee-friendly approach. Various factors which support this approach include employee-centeredness, employee interdependence, challenging work, resource-rich environment, and spirit of risk-taking, physical surrounding and facilities (p.1). Though, this approach has proven successful in the SAS Institute, it might not be applicable in all organizations especially in a situation where the owners do not share the same values of providing a utopian environment for their employees or it is not financially feasible for them. Such companies productivity depends on quantity rather than quality therefore reinforcing the spirit of competition at the expense of teamwork which is necessary for the overall success of the company. In SAS Institute, pay is not a predominant feature because the company believes that it provides its employees with almost everything and the main motivation for being at SAS should be the work.
In conclusion, the SAS approach of team work, challenging work and physical surrounding is applicable in most companies as it promises success. All it requires is a change of attitude towards work and the value the company places on its employees who are the companys manpower and driving force.
Initially, the companys core product was base SAS software which was originally developed for agricultural data analysis on IBM mainframes at the State University of North Carolina. However, over the years, the SAS system has become an absolute information delivery system, in addition to 25 fully integrated modular applications that allow an organization complete control over its data - from data access, management, analysis and presentation (p.1). Rather than sell its software to its customers, SAS Institute leases it. The annual renewal of leases puts strong emphasis on customer quality and satisfaction by ensuring that any technological advances in the software product are determined by customer needs.
In an attempt to maintain the work environment, the company adopted competitive strategies aimed at supporting the companys culture. This includes a standard worksheet of 35-hours which affords employees quality time with their families. Those who work extra hours do so by choice. The compensation system allows the employee to participate in profit sharing and at the same time be eligible for bonuses. The company relies heavily on the input of employees and managers through annual employee satisfaction surveys which seek to determine the overall work environment. The results are then posted in their intranet and areas of improvement identified. Its hire hard recruitment strategy has assured the companys longevity. This strategy takes job applicants through a rigorous interview which lays strong emphasis on technical skills as well on attitude (p.1). These strategies have proven effective as they have placed the company on a higher pedestal in terms of growth and success.
The approach used by the SAS Institute to motivate employees is the employee-friendly approach. Various factors which support this approach include employee-centeredness, employee interdependence, challenging work, resource-rich environment, and spirit of risk-taking, physical surrounding and facilities (p.1). Though, this approach has proven successful in the SAS Institute, it might not be applicable in all organizations especially in a situation where the owners do not share the same values of providing a utopian environment for their employees or it is not financially feasible for them. Such companies productivity depends on quantity rather than quality therefore reinforcing the spirit of competition at the expense of teamwork which is necessary for the overall success of the company. In SAS Institute, pay is not a predominant feature because the company believes that it provides its employees with almost everything and the main motivation for being at SAS should be the work.
In conclusion, the SAS approach of team work, challenging work and physical surrounding is applicable in most companies as it promises success. All it requires is a change of attitude towards work and the value the company places on its employees who are the companys manpower and driving force.
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