Name: Ariel Salmon

Course: BUS 1101-01 – AY2023-T4

Title: Written Assignment Unit 2

Effective employee management is a crucial element in achieving organizational success. The case
study of SAS Institute sheds light on the company's remarkable achievements in this area. This essay
will examine and provide examples of four key factors that influence work behaviors: interesting and
challenging projects, the removal of productivity obstacles, a no layoffs policy, and employee perks.
Furthermore, it will present a clear position on whether these policies are agreeable or not, considering
their impact on employee satisfaction and organizational performance.

The first factor is interesting and challenging projects. The institute excels in providing its employees
with interesting and challenging projects that foster professional growth and engagement. For example,
the company allows its software developers to work on cutting-edge projects in analytics. By focusing
on projects that add value to organizations, SAS enables its workforce to contribute to meaningful work
and stay motivated. This approach not only stimulates innovation but also enhances employees' skill
development and job satisfaction.

The second factor is the removal of productivity obstacles. SAS Institute is dedicated to addressing
productivity roadblocks that impede workforce efficiency. The corporation simplifies operations, gets
rid of obsolete technology, and cuts back on bureaucratic regulations and meetings. By doing so, SAS
enables its staff to focus on their job, resulting in enhanced productivity. For example, the organization
may use agile approaches to eliminate redundant administrative duties, allowing staff to focus on
essential responsibilities and produce outcomes more effectively.

The third factor is the institute’s no layoffs policy.The company's commitment to employee loyalty and
job security is evident in SAS Institute's no-layoffs policy. This idea is consistently applied, even in
trying circumstances. It fosters a nice work environment and a feeling of stability. An example of SAS
Institute's no-layoffs policy may be seen during the economic slump of 2008. SAS Institute stayed
constant in its commitment to job security when many businesses were obliged to reduce their
workforces and lay off workers in order to meet financial constraints.

The fourth factor is employee perks. SAS Institute offers a range of employee perks to enhance job
satisfaction and well-being. These perks include on-site health care facilities, athletic centers, unlimited
sick leave, and a strong emphasis on work-life balance. The company regularly conducts employee
satisfaction surveys to gather feedback and tailor benefits accordingly. By providing these perks, SAS
acknowledges and supports the holistic needs of its employees, promoting a positive work culture. For
example, the availability of on-site health care facilities ensures that employees can access healthcare
conveniently, contributing to their overall well-being and satisfaction.

I firmly agree with SAS Institute's approach and policies regarding employee management. The
company's emphasis on employee well-being, job satisfaction, and work-life balance demonstrates its
commitment to creating a positive work environment. By providing interesting projects, removing
productivity obstacles, implementing a no layoffs policy, and offering attractive perks, SAS showcases
its dedication to employee satisfaction. This commitment has resulted in high employee loyalty and a
low turnover rate, which significantly contribute to the company's overall success.

SAS Institute's effective employee management strategies have proven to be instrumental in creating a
positive work environment and driving organizational success. Through the provision of interesting
projects, the removal of productivity obstacles, a no layoffs policy, and attractive employee perks, SAS
fosters engagement, job satisfaction, and loyalty among its workforce. The company's commitment to
employee well-being and satisfaction serves as a model for other organizations. While contextual
factors must be considered, SAS's approach presents valuable insights for organizations seeking to
optimize employee management practices.

Reference
1. Cakebread, C. (2005, July). SAS…not SOS. Benefits Canada, 29(7), 18.

2. 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
3. Doing well by being rather nice. (2007, December 1). Economist. Retrieved April 30, 2010,
from http://www.financialexpress.com/news/doing-well-by-being-rather-nice/247090
4. Florida, R., & Goodnight, J. (2005, July–August). Managing for creativity. Harvard Business
Review, 83(7/8), 124–131.
5. Karlgaard, R. (2006, October 16). Who wants to be public? Forbes Asia, 2(17), 22.
6. SAS Institute (2021). Retrieved from https://www.sas.com
7. 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.com/news/preleases/2010fortuneranking.html.