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Running head: SAS INSTITUTE INVESTS IN EMPLOYEES1

SAS Institute Invests in Employees

Oluwatosin O Anifowoshe [50122760]

Texas A&M University-Commerce

Dr Brandon Randolph-Seng

September 30,2018
SAS INSTITUTE INVESTS IN EMPLOYEES 2

Abstract

Investing in employees is a crucial part of many organizations. Companies have been known to
invest in what they feel is key to the success of their organization. Some invest in strategies,
some invest in infrastructures while others invest in people such as employees. Investment in
employees could come in the form of personal and professional development, team building
activities, recognition and awards etc. This case study will focus on SAS Institute, a company
committed to investing in employees.

Keywords: Investing, success, strategies, infrastructures, employees,development


SAS INSTITUTE INVESTS IN EMPLOYEES 3

Case Study: SAS Institute Invests in Employees

How would you translate SAS’s art of employee management in terms of the P-O-L-C
framework?

Answer: The Planning-Organizing-Leading-Controlling (P-O-L-C) framework served/serves as


a guide to SAS’s art of employee management. An explanation of each component of the
framework would shed more light on how this plays out:
Planning: Every company needs to have a solid plan and SAS has done a good job in this regard
by having a clear and explicit vision and mission for the company. This vision is hoping to
become the largest and best software company and for its employees by building a strong and
loyal workforce. Also, as part of planning, SAS has stipulated realistic and workable goals and
objectives by strategizing to create the best working environment for employees. Planning is so
important, and it involves multi steps. According to Bauer, Erdogan, Short, Carpenter (2016),
“Planning is a process consisting of many steps”. (p.25)
Organizing: Organizing involves developing an organizational structure and allocating human
resources[employees]to see through achieving the company objectives that emanated from
planning (McDonnell, & Sheard, 2012). SAS has been successful in this regard in many ways.
For example, SAS created a stress-free environment that encourages work-life balance in many
ways like counselling, discounted child care, facilities for health and wellness and more. This in
of itself is the peak of managing employees effectively. (Nietzsche, Pfaff, Jung, & Driller,
2013).
Leading: Leading has helped SAS in the art of employee management because employees feel
empowered and motivated. Decision making is not all centralized with the top management.
Every employee feels like a leader in one way or the other. According to Bauer et al. (2016),” If
managers are effective leaders, their subordinates will be enthusiastic about exerting effort to
attain organizational objectives.’’ (p. 26)
Controlling: SAS has been successful in the art of employee management by setting up a
workable and practical human resource management practice as this is highly essential to
achieving positive work attitude. (Valentine, Hollingworth, & Francis, 2013)
SAS INSTITUTE INVESTS IN EMPLOYEES 4

Case Study: SAS Institute Invests in Employees

If a company is unable to provide the benefits that SAS does, in what other ways might a
firm create positive work attitudes?

Answer: Some other ways a firm could create positive work attitudes are:
-Putting in place a solid P-O-L-C framework to create an optimal work environment. Research
has shown that people pay attention to factors of their work environment. If these factors are
favorable, it can create a positive work attitude. Bauer et al. (2016).
-Recognizing and rewarding efforts, results and ethical behavior without compromising one for
the other. (Valentine, et al. 2013)
-Provide and accept feedback and constructive criticism and keeping very open lines of
communication.
-Give room for exploration, trial and error, corrective measures, mentorship, coaching, training
and re-training

What risks could be associated with giving workplace surveys, as was done at SAS?

Answer: There are many risks associated with giving workplace surveys as was done at SAS. One
of the risks are that survey at times results to false feedback. Also, workplace surveys sometimes
focus on thoughts and motives rather than real observations. A survey experience could produce
negative feelings and bring about frustration and disappointment if management fails to take
action or follow through with key elements of the survey. (Sanchez, 2007).

What are some effective strategies to create a balanced work and home life? Is this more or
less of a challenge when you are starting a new career.

Answer: Both management and employee need and deserve a balanced work and home life.
Some effective strategies to create and achieve this are:
-Prioritizing should replace a ‘can-do-it-all’ attitude. If an employee is unable to do all then
he/she must learn to do what is more important at that given point in time.
-Time tracking and time management.
-Inculcating the P-O-L-C framework in both personal and work life because it has proven to be
successful in achieving the needed balance
-Setting healthy limits and establishing reasonable boundaries. This includes keeping work at the
work place and strictly home a resting haven and opportunity for other activities outside work
(Nietzsche et al. 2013)
Creating a balanced work and home life could be a challenge for an individual as opposed to
what stage of life cycle they are in in their career. An employee who is able to create a balance
in an old career will find it easy creating the same balance in a new career.
SAS INSTITUTE INVESTS IN EMPLOYEES 5

References

Bauer, T., Erdogan, B., Short, J., Carpenter, M. (2016). Principles of Management. Boston:
FlatWorld.

McDonnell, G., Sheard, D. (2012). Management Principles: A Practical Guide to


Decontamination in Healthcare. Wiley

Nietzsche, A., Pfaff, H., Jung, J., Driller, E. (2013).


Work-life balance culture, work-home interaction, and emotional exhaustion: a structural
equation modeling approach. Journal of occupational and environmental medicine, 55(1), 67-

Sanchez, P. (2007). The employee survey: more than asking questions. The Journal of Business
Strategy, 48-56.

Valentine, S., Hollingworth, D., Francis, C (2013) Quality-Related HR Practices, Organizational


Ethics, and Positive Work Attitudes: Implications for HRD. Human Resource
Development Quarterly, 24(4), 493-523.

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