SAS Inc.: Working the Good Life

            
 
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Please note:

This case study was compiled from generalized experience of the authors, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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Case Details:

Price:

Case Code : HROB134 For delivery in electronic format: Rs. 600;
For delivery through courier (within India): Rs. 600 + Rs. 25 for Shipping & Handling Charges

Themes

Strategic HRM / Benefits and Perks / Organizational Culture
Case Length : 26 Pages
Period : 2001-2010
Pub Date : 2010
Teaching Note : Not Available
Organization : SAS Inc.
Industry : Information Technology
Countries : US; Global

Abstract:

The case discusses the employee-friendly policies and practices of SAS Inc. (SAS), the largest private organization selling analytical statistical software. From its inception in the mid-1970s, the company's co-founder and CEO, Jim Goodnight, had created an employee-centric corporate culture. The company always worked on the ideology that satisfied employees resulted in satisfied customers. To create a satisfied work force, SAS had always focused on two aspects of work culture - work life balance and work life benefits. Moreover, the company CEO did not want to make the company public even if that meant more profits for the company. According to Goodnight, going public would have destroyed the company's employee-focused organizational culture as it would then have to work under the pressure of shareholders.

Human Resource and Organization Behavior | Case Study in Management, Operations, Strategies, Human Resource and Organization Behavior, Case Studies

The case discusses in detail the employee-friendly policies of SAS and the benefits and perks the employees enjoyed while working in SAS. Experts suggested that the SAS business model depicted that employee loyalty and customer satisfaction were interlinked and that this was the secret behind the company's success.

The company said that it considered employee perks as long-term investment in creative capital and not as employee retention costs. Analysts said that this philosophy had provided SAS with a competitive edge even during the economic downturn. However, critics contended that many of the work life initiatives and employee perks were unnecessary expenses.

Issues:

Understand the importance of work life balance and employee benefits, particularly in the knowledge-based industry.

Study the corporate culture at SAS and its employee-centric policies.

Analyze the various work life balance and work life benefits offered by SAS to its employees and how these contribute to reduced employee turnover and job satisfaction.

Understand how the employee-centric policies and practices contributed to the business success of SAS.

Explore strategies that SAS could adopt in the future in the HR area.

Contents:

  Page No.
Happy, Healthy Employees for Organizational Health 1
Background Note 3
Hire Hard, Manage Open, Fire Hard 4
Work Life at SAS - "The Good Life" 6
Work Place as Club House 7
Unusual Perks 8
Work/Life Balance, Health, & Wellness 9
Compensation Package and Financial Benefits 12
Protecting the Unique Corporate Culture 12
Results 14
Reactions 15
SAS's View 17
Looking Ahead 18
Exhibits 12

Key Words:

Employee benefits and perks, Employee health and wellness programs, Work/life balance, Flexi-timings, Work place environment, Organizational culture, Responsibility and accountability, Organizational health, Best Companies to Work For, Job satisfaction, Culture audit, Employee turnover, Employer brand, Creativity, Innovation, SAS

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