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Describe how “Factors That Have the Strongest Influence over Work Behaviors” are managed in the case study & do you agree with the firm's policies & approach

Question:

Read the mini-case study in section 2.1. “Case in Point: SAS Institute Invests in Employees.” 

The study generally discusses the approach of a major software company to its employees. 

Consider the “Factors That Have the Strongest Influence over Work Behaviors” from figure 2.15. 

Describe how each of the four factors is managed by SAS. Do you agree or disagree with the firm’s approach and policies? Why or why not?


Additional reading can be found at: Crowley. (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


  -  Describes each of the four factors clearly and correctly.

  -  Provides an example of how each of the four factors is managed.

  -  Clearly states position of whether they agree or not with the policies.

    


Answer:

  The Four Factors that have the strongest influence over work behaviors are: Job Performance, Organizational Citizenship, Absenteeism, and Turnover. (Management Principles v. 1.1. Chapter 2: Personality, Attitudes, and Work Behaviors). 


  Job Performance is the measurement of the efficiency of an employee in fulfilling the requirements of his or her job.  

  Job Performance can be affected by various things like one's personality, attitude, mental abilities, stress level, and the like. (Management Principles v. 1.1. Chapter 2, Page 106). 


  Organizational Citizenship refers to employees engaging in tasks for the good of the company that is not their official responsibility.

  It is when an employee is functioning outside the parameters of what he or she is paid to do.

(Management Principles v. 1.1. Chapter 2, Page 109).


  Absenteeism refers to when an employee or employees are absent and don't show up for work thereby disrupting the flow of  operations or leaving the role or task meant for them empty. Thus a replacement or alternative process or way to get things done has to be put in play immediately or else the entire work for the day is either uncompleted or is put on pause.

  This is very expensive and this costs companies a lot of money.

(Management Principles v. 1.1. Chapter 2, Page 112).

 

  Turnover refers to an employee leaving the company. 

  Employees leaving the company has negative effects on the company, especially when the employees were good at what they did. 

  The loss of good employees means unhappy customers which means little or no profits.

  Now the company has to spend money, time, and resources looking for new talents and training them to perform at their utmost best.

  Companies must keep employees places so as to ensure it has little or no turnover and all the great employees the company has already spent a good deal of money training would remain with the company and not go somewhere else and offer their services.

(Management Principles v. 1.1. Chapter 2, Page 114).


  The Four Factors are managed by SAS. quite well.


  One of the ways that SAS manages Job Performance is by ensuring it keeps his employees healthy and fit by the provision of a full gym, tennis courts, swimming pools and alot of other things that make it possible for employees to have fun and exercise on their premises.

  Healthy employees means healthy performance.


  SAS manages Organizational Citizenship by creating an atmosphere of a family rather than a workplace. 

  Its tradition of its CEO announcing that he's not going to fire anyone throughout the year gives employees a sense of trust and a willingness to do things to help the company function that they wouldn't have done otherwise if it was not part of the job description.


  SAS manages Absenteeism by creating an atmosphere in the workplace that feels like home.

  It also ensures that it's employees are healthy so the likelihood of an employee not being present at work because of a sudden illness or sickness is much more lower.


  SAS manages Turnover by creating a strong sense of security among employees.

  Employees know that they never have to worry about being fired because even when the economy goes down; the CEO and the company is rooting for its people. It's a company that is structured to please its employees.

  The company is an employee's dream, no employee would want to leave it to go and work somewhere else.


  I agree with the firm’s approach and policies because it works.

  It has made the company a company that makes a lot of profit, has a lot of happy employees, which in turn creates a lot of happy customers.



References: 

Management Principles (v. 1.1). Chapter 2: Personality, Attitudes, and Work Behaviors. 

  

 Crowley. (2013). How SAS Became The World's Best Place To Work. Fast Company. 

Retrieved from:

http://www.fastcompany.com/3004953/how-sas-became-worlds-best-place-work




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