SAS Institute’s Employee Motivation Practices

Subject: Employee Management
Pages: 2
Words: 574
Reading time:
3 min
Study level: College

Employee motivation is one of the essential issues in all organizations. It is well-known that often motivation is in direct relationship with the quality of the performed job, loyalty to the organization, and psychological and social environments in the company. In addition, it could impact employee flaws and the company’s status or rank on the global market. Therefore, many entrepreneurs and top managers consider motivation at the workplace to be an integral part of diverse organizational behavior practices. The SAS Institute company is a multinational corporation that develops analytic software and business intelligence software for financial management, risk management, marketing, and chain supply management. SAS Institute can be considered one of the most effective, qualified, and productive software developers not only in the United States but also abroad. Moreover, this company is well-known for its culture in the workplace.

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The company SAS Institute utilizes diverse perks and services to motivate and support its employees, as well as maintain a healthy social environment and employee satisfaction in the organization. The first step to ensuring employee motivation and satisfaction is establishing friendly employee relations and a trustworthy working environment. Hence, the company pays much attention to the backgrounds, experiences, ideas, and perspectives of diverse employees, which helps SAS Institute in creating a supportive culture where everyone is respected for their abilities and contributions (Delapenha 7). Moreover, many employees have been working for this company for a long time; therefore, they are generally acquainted with one another. This fact was also used by the organization to support employee relations as well. The SAS Institute company suggests diverse perks to its employees, such as daycare services for their children, medical insurance for their families, access to various fitness centers, and a summer camp for children. These advantages play a positive role in employee satisfaction, loyalty to the company, the organization’s ranking in the global arena, and social environments. As the SAS Institute company covers most of the basic needs in good healthcare, babysitting, work-life balance, and physical and recreational activities, its employees show high levels of satisfaction with the provided services and the workplace culture.

In addition, the organization implements both extrinsic and intrinsic motivation in its workplace culture policy. The expectancy theory mentions such intrinsic rewards as creative, physical, professional, or intellectual satisfaction and a sense of achievement. At the same time, extrinsic rewards consist of bonuses, promotions, and recognition. According to Delapenha et al., the SAS Institute human resources management team utilizes such extrinsic factors as an appropriate work-life balance and exceptional benefits (1). The company’s intrinsic motivators include job recognition, professional growth, and advancement (Delapenha et al. 1). Both intrinsic and extrinsic motivators work as tools for controlling motivational levels in the company’s employees. It needs to be mentioned that all the mentioned above benefits, motivators, and employee satisfaction factors are implemented not only for motivational and social aims but also for the sake of the organization itself. The company uses these factors to increase its ranking and status and acquaint larger audiences with SAS Institute’s activities.

The organization’s policy regarding organizational behavior and employee motivation is effective as the company managed to create a stable social environment at the workplace. In addition, the SAS Institute company provides its employees with more benefits such as babysitting than other companies, which increases its public and business image. Therefore, the organization is successful in creating benefits for its workers, its business processes, productivity, effectiveness, and public image.

Work Cited

Delapenha, Claudette J. et al. “The SAS Institute’s Human Resources Practices in Diversity and Inclusion.” Journal of Human Resource and Sustainability Studies, vol. 8, no. 3, 2020, pp. 1-17.