Professional Documents
Culture Documents
In 1976, James Goodnight, John Sall, Anthony Barr, and Jane Helwig established SAS
prides itself in creating a utopian environment for its employees by offering unique
benefits such as an on site gym, cafeteria, preschool, medical care, casual dress code,
private offices, and flexible work hours. These benefits have led to a less than 4% turnover
rate for employees, which is well below the average for the competitive software industry.
SAS believes it is providing an environment that frees its employees from outside
distractions and will allow them to be as efficient and creative as possible. The focus is on
teamwork where everybody is an equal and nobody is a stand out. Individuals who desire
praise, promotion and status need not apply. However, when we take a closer look at the
culture being generated, concerns begin to surface. The environment SAS is creating could
actually be detrimental and less innovative without additional intrinsic and extrinsic
Intrinsic motivation is based solely on the interest or enjoyment of the task itself,
apart from any external incentives or forces. While the current environment at SAS is
designed to eliminate outside forces and allow the employee to focus on his work, this does
not meet the true definition of intrinsic motivation. We learn from the article “Motivating
matches skills and experience with something they truly love to do. The article suggests
that managers need to hire people that have a spark or passion for their work to take full
Kyle Roberts – Sam Wang – Christina Kao – Meghana Gaikwad – Joon Chang (13B)
advantage of the creative process. SAS recruits employees that have the skills and
experience, but it can be argued that the spark could be missing. A spark is something
usually found in top performers that excel and like to be awarded for excelling. We will
emphasize later in our analysis on how SAS actively discourages this type of behavior in
their organization to create a culture that is free of super stars. This is amplified when you
look at the balance of power in the corporation, which tends to stay with Mr. Goodnight
himself. Managers have very little power in this organization and this could effect how they
see value in their contributions. If they have very little input and their ideas are not
realized, the passion for their work will most definitely suffer.
In a research study involving college students and the art of making a collage, the
results determined that there was noticeable difference in the amount of creativity exuded
from individuals that perceived that an award was attainable upon completion of the
assignment versus those individuals who were simply paid to complete the job. By
where interest was highest. There is a lack of this perceived award within SAS, which could
stifle the intrinsic motivation amongst its employees. Without performance reviews,
individual bonuses, or praise, the intrinsic motivation naturally found in its workers will
begin to diminish.
recognition, status, and other privileges based on employee performance. SAS is flawed
because their philosophy lacks extrinsic motivation, which can negatively affect high
performers and innovative thinkers. SAS typically pays out a 5.5% to 8% bonus to all
Kyle Roberts – Sam Wang – Christina Kao – Meghana Gaikwad – Joon Chang (13B)
the sales staff’s compensation is 100% salary with no commission plan. No matter how well
or poorly they do their job, their extrinsic benefit remains the same. Is SAS really creating
the best environment for individuals to excel and innovate, or are they just creating a
SAS does offer several extrinsic benefits such as the 5-8% bonus, 15% 401K
contribution, on site gym, medical care, daycare and more. The issue here is that all these
benefits are offered upfront with no performance needed to attain them. These benefits are
an attractive perk at first, but after time they become expected. Instead of being a
motivator, they become part of the perceived base compensation for just showing up and
doing average work. SAS is incurring extra cost for what may be marginal production
bonus program is based on a shared sales target, which only rewards the performance of
the entire organization. With a shared goal there it is likely that people will underperform
and shirk responsibilities under the assumption the slack will be picked up elsewhere.
They will not work to their full potential costing SAS innovation, efficiency, and profits. SAS
Institute’s objective of providing workers the tools to do their job and then giving them the
freedom to accomplish it lacks the use of effective managerial tools like perceived external
motivation in a task that they either do not enjoy, or their intrinsic motivation for the task
equal and achievement goes somewhat unnoticed. Goodnight himself is quoted as saying,
“All people are treated fairly and equally.” While the concept of an egalitarian culture may
seem favorable, the issue of fairness creates a motivational problem. Over performers or
super stars have no advantage in a company like this. The harder they work and the more
successful they are, the more they will feel under appreciated and ultimately their work
will begin to decline. In addition, SAS does not disclose and salary data in an effort to keep
the motivation away from money and status and more on team and equality. If everybody
is entitled to the same benefits, there will be no motivation to work beyond their own
Lastly, the egalitarian culture at SAS inhibits career growth with its flat
perform in hopes of achieving promotion or a raise. SAS states that most workers will have
3-4 careers in their lifetime and they would like all of them to be at SAS. They promote this
through lateral movement in the company, which limits the opportunity for advancement.
According to Glassdoor.com, a website where employees review and rate their current
employers, one of the repeated concerns is the inability to be promoted. As we know from
Maslow’s hierarchy of needs, people’s motivation will change through time based on a
change in needs. The longer they stay at SAS the more important their physiological needs
(money and security) will become. The lost opportunity to fulfill these needs will continue
In conclusion, it is evident that SAS Institute will most likely, if not already have
some motivation issues, which will effect innovation and creativity. They do a solid job of
removing external obstacles with the benefits they provide employees, which allows
focused on external awards that are attainable based on individual performance. Combined
with the perks offered to all employees, an attractive bonus paid to those that perform
above and beyond will promote innovative behavior that will keep SAS competitive for the
future. The bonus needs to be structured in a way that assures that the behavior rewarded
is the behavior targeted by the company. Furthermore, SAS needs to provide recognition to
its employees in the form of status. This can be done as simply as recognizing a job well
motivational issues stemming from lack of promotion in a flat organization, but it is a step
towards providing both financial and status oriented incentives in a company that is
burdened with complacency. In a competitive market like software, SAS can use these tools
more effectively to keep talented workers who want to perform and utilize the innovation