2. -The world’s largest privately held software business
-Annual Revenues of 2.3 billion Dollars
-Located on 300 acre campus outside Raleigh, NC
-4,200 employees work on campus
-7,000 employees work elsewhere – mostly in other countries
-$1,000,000,000 in bank
-Profit margins are double digit
3. SAS’s
CEO Goodnight likes to say.
"My chief assets (employees)
drive out the gate every day,"
"My job is to make sure they
come back."
4. SAS CEO Jim Goodnight
67Years Old
PhD in Statistics
Former Professor
Lives on SAS Campus
Co-founded SAS in 1976
5.
6. 66,000 square foot recreation and fitness center
Weight room
Billiards hall
Sauna
Olympic size pool
Swedish massage
Orthopedic massage
Hair salon
Manicurist
Health Care Clinic
Open 8 – 6 daily
Physicians
Nurse practitioners
Nutritionist
Lab technicians
Physical therapist and psychologist
(Health Care is free service – there is not even a billing department).
7. Company Sponsored Child Care
600 children – school and summer camps
Company subsidized day care
Company Subsidized Cafeterias
Piano player
Serving breakfast, lunch and takeout for your family
Free Krispy Kreme Doughnuts on Fridays
M & M’s on Fridays
Work/Life Programs
Help place your children in college
Seminars on adoption, divorce, special needs children
raising teenagers, finding elder care and more
8. Motivation (pg. 97) set of energetic forces that originates both
within and outside an employee which initiates work-related
effort and determines direction, intensity and persistence
Job Satisfaction – (pg. 56) a pleasurable emotional state
resulting from the approval of one’s job or job experience
Value-percept theory – (pg. 55) job satisfaction depends on
whether you perceive that your job supplies you the things you
value
Trust – (pg. 134) trusting an authority makes it more likely that a
sense of obligation will develop because employees feel more
confident that the authority deserves the obligation
Managing employee strain (pgs. 84-85) relaxation techniques
and health and wellness programs
9. Autonomy (pg. 61) – degree to which the job
provides freedom, independence and discretion to
the individual performing the work
Emotional contagion (pg. 65) – process whereby
one person can “catch” or “be infected by” the
emotions of another person
Affective commitment (pg. 34) – desire to remain a
member of an organization due to an emotional
attachment to , and involvement with that
organization
10. Affect management – (pg. 209) activities that foster a
sense of emotional balance and unity
Cohesion – (pg. 210) members of teams develop strong
emotional bonds to other members of their team and
the team itself
Idealized influence – (pg. 239) behaving in ways that
earn the admiration, trust and respect of followers,
causing followers to want to identify with and emulate
the leader
Cultural strength – (pg. 280) exists when employees
definitely agree about the way things are supposed to
happen within the organization (high consensus) and
when their subsequent behaviors are consistent with
those expectations (high intensity)
Each Year Fortune chooses a list of the top 100 companies to work for. This year’s winner was in 20th place last year and has moved to first place.
And the Winner is SASS.
Sass is The world’s largest privately held software business, is used by 79% of fortune 500 companies and has Annual Revenues of 2.3 billion Dollars. SASS Located on 300 acre campus outside Raleigh, NC. Around 4,200 employees work on campus in North Carolina and 7,000 employees work elsewhere – mostly in other countries. SAS has a billion dollars in the bank and $1,000,000,000 in bank, has been in the top 100 companies every year since the list was first firm. Profit margins at SASS are consistently in double digits, never shown a loss and never laid off an employee.
SASS’s CEO Jim Goodnight likes to say “My chief assets drive out of the gate every day and my job is to make sure they come back. He often says “I would rather spend money on my employees than send it to Washington in taxes”.
Known for bringing Bojangles biscuuits for everyone at SAS on the corporate 737
Owns 3 smaller jets and a helicopter as well
http://www.youtube.com/watch?v=N-ebIGpZIWI
Sas 60 Minutes interview
SASS brands itself with “The Power to Know” and they have the power of applying what is taught in the field of organizational behavior.
These benefits are designed to help employees become “more aware of their bodies, move with greater ease and freedom” as well as “having increased energy, reduced feelings of pain, and feelings of relaxation and well-being”.
The company is not afraid to offer that their motives are self serving as well. Studies have prove that SASS saves $5,000,000 annuallly because employees don’t kill time in waiting rooms and are more apt to seek medical care they need
Company Sponsored Child Care
600 children – school and summer camps
Company subsidized day care
Company Subsidized Cafeterias
Piano player
Serving breakfast, lunch and takeout for your family
Free Krispy Kreme Doughnuts on Fridays
M & M’s on Fridays
Work/Life Programs
Help place your children in college
Seminars on adoption, divorce, special needs children
raising teenagers, finding elder care and more
SAS appears to have a handle on almost every concept of organizational behavior and brings it to its fullest potential.
Their employees are motiviated and have a great level of job satisfaction. Using the Value percept theory, the employees at SASS are being provided things everyone values. The level of trust in this company is shown low turnover in an industry known for high turnover. It is truly easier to deal with employee strain when you can run out and take a swim, play golf or throw a frisbee.
I think if you look up the term autonomy in the dictionary, you will find the SASS logo. Their SASS employee’s emotional contagion is evident. When a company gives not only you, but your family what they need, effective committmentis achieved with emotional attachments and involvement in the company.
Affective management has been affected by sass through activities that foster a sense of emotional balance and unity. SASS’s management behaves in ways that win the trust and respect of followers causing them to want to identify with and emulate their leader. These employees agree with the way things are supposed to happen with the organization and their subsequent behaviors are consistent with their expectation drawing great cultural strength.
