A company that has seen 37 consecutive years of record earnings must be doing something right. The analytic software giant, SAS Institute was named the world’s best multinational workplace by the Great Place to Work Institute in November. Organizations that invest in more generous practices can usually expect a profitable reward. Generous practices such as pay increases and benefits play a major role in keep employees happy, but it may not be the key factor. Work philosophies, methods and intentions are also key factors to employee happiness. Understanding individual and organizational behavior can help a company determine the effectiveness of an organization.
Jim Goodnight, the CEO of SAS Institute, values worker- friendly programs, family and education. Goodnight has made family time easy to obtain by having 35- hour workweeks and onsite day care. He is committed to making education the focus of SAS philanthropy. SAS has a unique business model and a reputation for innovation. A quarter of total annual revenue is reinvested. One of the company’s strategies to keep employees motivated is to realize their employee’s creative capital and generate valuable products and services. Goodnight believes that innovation is the key to success and that creativity is the fuel for innovation. Jim Goodnight has stated that “Creativity is especially important to SAS because software is a product of the mind. As such, 95 percent of my assets drive out the gate every evening. It's my job to maintain a work environment that keeps those people coming back every morning. The creativity they bring to SAS is a competitive advantage for us." (Goodnight) Goodnight values creativity, education and leadership. His values are what makes his employees ...
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...with tangible things such as the healthcare facility, the piano player that creates a relaxing environment during lunch, financial planning services, as well as discounts on residential property. Each employee gets their own office instead of cubicles. Jim Goodnight believes that this increases productivity and does it because that’s how he would want his office space if he were just an employee. Every employee also has a sense of ownership with their office and can decorate it as they like within in reason. This provides a comfort level at work. Not all of the motivation is compensation related; SAS has structures in place that encourage teamwork. Employees can feel confident in knowing that they will get help when needed. SAS Institute has a reward system that encourages employees to work together. Everyone in a sales organization gets a bonus relative to target.
In a business or a workplace, it is essential for the organization, which consists of the employers, the managers, and their employees, to work towards reward programs within the human resources in order to create a healthy and cordial work environment and most importantly, to efficiently achieve business’ goals. In Carol Patton’s (2013) article, Rewarding Best Behaviors, she explains the importance of several companies that are beginning to recognize their employees, not just for the end-results, but for reflecting good behaviors towards the business’ values, such as demonstrating creativity on certain projects, problem solving towards certain issues, and also collaborating with fellow co-workers. Patton stresses that these reward programs could help suffice the overall being of a company as long as the rewarded behaviors correlate with the corporate strategy. Patton expresses that some things human resources must comprehend include “how its company creates success, what drives its business strategy and what behaviors are needed from employees to achieve that success” (Patton, 2013 para. 15). Moreover, the employee would be reflected as a role model for others and perhaps influence them to demonstrate comparable behaviors.
...he company which suggests that if you examine managerial styles and work to improve employee satisfaction there will be a correlational increase in productivity and retention. It suggests that perhaps people leave companies not because they are unsatisfied with their work or pay, but rather, because they are unsatisfied with their manager. While this idea might seem brash, it is a significant point being made that suggests that in order to see improvement you need to revamp a program or company from the top. Having worked as both an entry level worker and a managerial supervisor, I can testify to the importance of manager support, appreciation, and feedback and how this impacts your role in the company. Seeking out the strengths in employees, though it seems so obvious in theory, is a revolutionary way to transform the work environment and employee morale.
Due to the sudden cut-off of bonuses, the termination of employees, ignoring employees, lack of trust, and managements reaction, the overall work culture at Engstrom has been eliminated. It is imperative to upkeep workplace culture because it is a direct correlation to job satisfaction, innovation, and employee pride; these are determinants of whether employees choose to leave the job, or stay. It is in Engstrom’s best interest to keep good employees on board; incentives must be in place to assure such. Workplace culture is the most difficult to repair; and the most important to address. To successfully repair workplace culture, management must assure the following: employees are satisfied with their tasks, employees must enjoy working together, must understand and believe in the company values, employers must reward good work, both management and employees must be aware of the mission statement, and that all management leaders are all in sync (Saltzman, 2015). If these tasks are completed, the workplace culture, in theory, will slowly rise in a positive
The organization adjusts its advantages to this corporate quality by remunerating representatives who invest energy volunteering at their preferred charities. As mentioned above, one of the organization's nontraditional rewards is that they give nearby childcare services and on location fitness centers for their representatives. These rewards align with the corporate benefit of giving an improving and compensating work environment for their representatives. Aflac benefits also shows employees that they are valued and aligns with one its founding principles, which is to treat their employees with care, dignity and fairness (Reed, p. 4, 2009). By giving that advantage and the majority of alternate advantages that Aflac gives its representatives, they are certainly giving their workers an enriching and rewarding working environment which are demonstrated by the employee survey statistics (Reed,
Reward and recognition has to be promoted for small and large achievements. An effective reward’s program keeps employees engaged, dedicated, and committed to the organization.
When expressed by one employee at SAS Institute “I started three weeks ago in the Publications Department … I never imagined that I would have a job where I look forward to coming to work in the morning and forget to check the clock in the afternoon to see when it is time to leave. I work with a charismatic manager and my team is full of creative and hardworking individuals who have done their utmost to make me feel welcome. As a Liberal Arts Manager (from UNC even), I didn’t envision a software company as the “ultimate job” but then I guess I didn’t know enough about SAS. You have a wonderful company and I am thrilled to be here. Thank you.” It is clear that both key components of culture and motivation is collaborated in ones work style at SAS. Identified from Chapter five in our textbook we conclude that motivation at the workplace is a beneficial behavior to one’s work focus. Viewed in the case study we can see SAS Institute is primarily based of internal needs more so external incentives as a source of motivation. For example internal needs suggest that managers who are more supportive and less controlling tends to get more of an intrinsic motivation out of their employees at work. This representation is similar to SAS’s work style, simply because while founder Jim Goodnight wants less of his workers being motivated with external incentives such as money. He mostly
The company’s approach to motivate employees has been working in a positive way. The employees are satisfied with the family style community, and the productivity has increased as well. The company’s style of treating employees as important partners has been successful in other manufacturing companies too. For example, when Honda opened its first factory in the U.S., the CEO and employees shared the same cafeteria, just like Lincoln.
The culture of appreciating employees for their hard work and achievements by incentives shows how the organization values their employees. Lincoln believed “Status is of great importance in all human relationships. The greatest incentive that money has, usually, is that is it a symbol of success... The resulting status is the real incentive... Money alone can be an incentive to the miser only. There must be complete honesty and understanding between the hourly worker and management if high efficiency is to be obtained”. This shows how harmoniously the labor and management have to work together to produce
Many of Harrah’s employees deemed the goals set by Winn’s current incentive program to be unrealistic; on the other hand, others felt a sense of entitlement for bonuses. Therefore, Winn’s job is to provide a recommendation to Gary Loveman, on how to motivate and get employees energized. In order to motivate the employees, Winn had implemented an incentive pay plan to rewards Harrah’s employees in all of its properties for improving customer service. The company’s purpose for incentive program was to implant a competitive mindset in its employees as well as to show the employees that they are core of the...
As one of the Americans largest employers, we should make our associates happy in order to gain their trust and to perform better. Daily Dot had reported that we underpays women and pregnant workers besides discriminates the el- derly and disabled workers. A few ways that we could do are provide bene ts to them to ensure employees’ welfare and raise their wages. We will expect a better performance from the em- ployee with the welfare and the raise of wages.
Creating the right work environment is priority number one for every CEO. Employees at all levels must feel proud working at the company and the CEO should make sure that they have the chance to feel that they are adding value to the company's operations. The golden rule of 80/20 can be a very useful tool to make sure that the CEO provides positive reinforcements to his or hers employees. For every interaction with an employee, the CEO should try to say four good things about that particular employee's work and one slightly bad. In this wa...
...s in the corporate world by setting new standards to promote and better satisfy their employees. We chose four leading companies in four different industries. The above analysis definitely reveals that perhaps one of the reasons why these companies are the leaders in their industry is because they are well aware of the importance of the work force. They mention in their mission statements as well that yes in deed customers are important but in order to make the customer happy they first need to motivate and satisfy the employee as well. According to Citibank, the general belief is that a happy worker is a motivated and loyal one. So keeping employees' spirits high is a sure-fire way of maintaining a productive workforce. A productive work force would ultimately lead to a healthy organization which would not only promote the society its working for but also itself.
Management spends a huge amount of time to design incentive systems and schemes to motivate their workers and to ensure they work in their best possible manner. Motivating workers by giving them decent pay helps in winning employees heart to make the work done efficiently, significantly and effectively. The most effective way to motivate people to work productively is through individual incentive compensation (Pfeffer, 1998). An attraction of getting more is a powerful incentive to people for high performance. While most people agree that money plays a major role in motivating people, in organizations there is a widespread belief that money may also have some undesirable effects on morale.
...mon practices by the department of human resources management of any development organizations. In addition, according to Seta et al., (2000) he found there are researchers was argued that proper training, work progress, and compensation could increase employees’ satisfaction toward their job and organization (Seta et al., 2000). So, by improving employees’ QWL is a prerequisite to increase an organizational productivity. High Quality of Work Life (QWL) organizations achieve better productivity and become highly competitive. Impact and effect of QWL toward workforce include reduced absenteeism, lower turnover and improved and employee job satisfaction (Mosadeghrad, Ferlie and Rosenberg, 2011). Satisfied employees are deemed to be an effective labour force and become as an important assets for the organization’s effectiveness for an organization (Masri, 2009).
“Business productivity is dependent on employee job satisfaction”. When an employee feels satisfied, secure and trust the employer, they work harder which will enhance the business productivity (Philip, 1958). Moreover, when the employee feels respected, admired, and appreciated by their employers, they will produce productive work which will generate high profit and revenue and hence less turnover (Kalim, Syed & Muahmmad,