Written Assignment Unit 2
BUS 1101-01: Principles of Business Management
Instructor Name: Jose Antony
Date of Submission: 26/06/2023
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Case Study: SAS Institute Investment in Their Employees
SAS Institute is a major software company that invests heavily in its employees. The
company’s approach to managing job performance, organizational citizenship, absenteeism, and
turnover is unique and has been successful in retaining employees and maintaining high levels of
productivity (Carpenter et al., 2010).
Job Performance
Job performance refers to how well an employee fulfills the requirements of their job, as
outlined in their job description (Carpenter et al., 2010). The specific content of job performance
may vary depending on the job. Measures of job performance can include the quality and
quantity of work completed, the accuracy and speed of task completion, and the employee’s
overall effectiveness (Carpenter et al., 2010).
Job performance at SAS is managed through a variety of programs and initiatives
designed to support employees and help them achieve their full potential. For example, the
company offers extensive training and development opportunities, including leadership
development programs and technical training courses (SAS Training, Courses & Classes | SAS,
n.d.).
Organizational Citizenship
Organizational citizenship refers to voluntary actions performed by employees that
benefit others and the organization as a whole (Carpenter et al., 2010.). Examples of
Organizational citizenship behaviors include assisting a new colleague in understanding
company procedures, volunteering to organize company events, and providing suggestions to
management on how to improve business processes (Carpenter et al., 2010.).
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Organizational citizenship is encouraged at SAS through a strong emphasis on teamwork
and collaboration. The company fosters a culture of mutual respect and trust, where employees
are encouraged to share their ideas and work together to achieve common goals.
Absenteeism
Unscheduled absences from work, can be expensive for companies due to their
unpredictable nature, which can impact a manager’s ability to manage their budget. When an
employee is unexpectedly absent, companies may struggle to find replacement workers on short
notice. (Carpenter et al., 2010.).
Absenteeism at SAS is managed through a variety of programs designed to support
employee well-being. For example, the company offers flexible work arrangements, including
telecommuting and compressed workweeks, which allow employees to balance their work and
personal responsibilities. Additionally, SAS provides on-site healthcare services, including
medical, dental, and vision care, as well as an employee assistance program that offers
counseling and support for personal issues (Employee & Retiree Services | SAS, n.d.).
Turnover
Turnover, which is when an employee leaves an organization, can have negative
consequences such as decreased customer service and reduced overall performance (Carpenter et
al., 2010.). When employees leave, their responsibilities still need to be fulfilled, so companies
must spend time and resources on recruiting, hiring, and training new employees, which can
result in decreased productivity.
The company’s supportive work environment, comprehensive benefits package, and
opportunities for growth and development have helped to retain employees and reduce turnover.
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Opinion
In my opinion, I agree with SAS Institute’s approach and policies towards managing its
employees. The company’s focus on employee well-being and satisfaction has helped to create a
positive work environment that supports high levels of job performance, organizational
citizenship, absenteeism, and low turnover. This approach not only benefits the employees but
also contributes to the long-term success of the company.
This is evidenced by an article on Fast Company (Crowley, 2013), where SAS Institute
was named the world’s best multinational workplace by the Great Place to Work Institute in
November 2012.
Conclusion
In conclusion, SAS Institute’s approach to managing its employees is unique and
effective. The company’s focus on employee well-being and satisfaction has helped to create a
positive work environment that supports high levels of job performance, organizational
citizenship, absenteeism, and low turnover.
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References
Crowley, M. C. (2013). How SAS Became The World’s Best Place To Work. Fast Company.
http://www.fastcompany.com/3004953/how-sas-became-worlds-best-place-work
Employee & Retiree Services | SAS. (n.d.).
https://www.sas.com/en_us/company-information/employee-retiree-services.html
SAS Training, Courses & Classes | SAS. (n.d.).
https://www.sas.com/en_us/training/overview.html
Carpenter, M., Bauer, T., & Erdogan, B. (2010). Management principles, v.
1.1. https://2012books.lardbucket.org/books/management-principles-v1.1/index.html
