Factors That Have the Strongest Influence over Work Behaviors and How each of the factors was managed by SAS?

＊Note: 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

The “Factors That Have the Strongest Influence over Work Behaviors” is a must-know knowledge while managers and leaders play an important role in influencing the behavior of individuals at the workplace and employees need to feel comfortable at the workplace for them to stay positive and happy. Moreover, it eventually influences the performance of the whole organization.

So, How each of the four factors is managed by SAS? 

•  Job performance

Job performance refers to the level to which an employee successfully fulfills the factors included in the job description. Measures of job performance include quality and quantity of work performed by the employee, the accuracy and speed with which the job is performed. Under which conditions do people perform well, and what are the characteristics of high performers? These questions receive a lot of research attention. There is a famous motto in SAS is, “If you are working for more than 8 hours, you are just adding bugs.”(Carpenter, Bauer, & Erdogan,2010, p.68). SAS perfected the art of employee management, while they know that "feelings and emotions are the true drivers of employee loyalty, innovation, and productivity, and purposely have made workforce happiness one of their primarymissions"(Mark, 2013). Moreover "SAS has found that by being an especially benevolent and respectful organization, they consistently produce the most optimal workplace performance. Their highly nontraditional insight is that workers instinctively and positively respond to an organization that routinely demonstrates that they matter and are individually valued."(Mark, 2013). 

Employees are the basic parts that make the machine work and they can choose how much strength and focus they want to sacrifice to the organization. If they justdo their everyday routine and lose their passion for it, the organization will soon get lost on the road to the future. "The foundation of employee happiness at SAS, Goodnight believes, is its culture of trust. By ensuring that workers consistently respect the organization’s management, he knows that they will put forth their greatest commitment and contribution."(Mark, 2013). Likewise, SAS giving its employees opportunities to work on interesting and challenging projects. "Software programmers get to “own” the work they produce for as long as they’re employees of the firm. Knowing that customers likely will use what they create for a decade or more inspires people to fully invest themselves in the quality of all they do."(Mark, 2013). 

What is essential is invisible to the eye. SAS did not focus on the spending cut and the financial report as the whole map of a company. "In the fall of 2008, at the onset of the Great Recession, SAS customers suddenly stopped buying its products. Fears of a long downturn influenced businesses to dramatically cut spending, and the entire analytics software industry was directly affected. Several of SAS’s competitors soon announced massive layoffs, and SAS’s own workforce immediately grew worried that job cuts would be forthcoming in order to prop up the bottom line. But in early January 2009, Goodnight held a global webcast and announced that none of its 13,000 worldwide employees would lose their job. He simply asked them all to be vigilant with spending and to help the firm endure the storm."(Mark, 2013). 

The danger is real, but fear is the product you create. If the workforce doesn't create it in their minds, their time will be working on the solution of getting through the coming storm. 

• Organizational Citizenship Behaviors

While job performance refers to the performance of duties listed in one’s job description, organizational citizenship behaviors involve performing behaviors that are more discretionary. Organizational citizenship behaviors are voluntary behaviors employees perform to help others and benefit the organization. The major predictors of citizenship behaviors, unlike performance, citizenship behaviors do not depend so much on one’s abilities. When you add the education, skills, knowledge, and abilities that are needed to perform well, the motivation on performance might be limited, because someone is motivated will not mean that the person will perform well. For citizenship behaviors, in contrast, the motivation-behavior link is clearer. We help others around us if we feel motivated to do.

Organizational citizenship is not just the relationship among the labors but also around the managers. Managers can help subordinate through their management. CEO Jim Goodnight is quoted as saying, “For 2010, I make the same promise that I did last year—SAS will have no layoffs. Too many companies worldwide sacrificed employees and benefits to cut costs in 2009. SAS took the opposite stance, and we have been rewarded in employee loyalty and overall success of the business. Maintaining this position throughout the downturn puts us in the best position to meet the expected market upturn."(Carpenter, Bauer, & Erdogan,2010, p.68). In this case, the CEO helps employees to keep their job and then the company has been rewarded in employee loyalty. While changes always bring uncertainty, employee loyalty can be precious in that situation.

Likewise, we would have a good relationship with our manager and we are supported by our manager when we are treated fairly. When we are attached to our peers and trust the people around us, we are more likely to engage in citizenship behaviors. A high-quality relationship with people we work with will mean that simply doing our job will not be enough to maintain the relationship. In a high-quality relationship, we feel the obligation to reciprocate and go the extra mile to help them out.

• Absenteeism 

Absenteeism refers to unscheduled absences from work. Such absences are costly to companies because of their unpredictable nature, affecting a manager’s ability to control the firm’s or department’s budget. When an employee has an unscheduled absence from work, companies struggle to find replacement workers at the last minute. 

What causes absenteeism? There are many types of absenteeism and some absenteeism is unavoidable that is related to health reasons such as serious illness, high blood pressure or diabetes. And also, car accidents are also the reason for absenteeism. Health-related absenteeism is costly, but it would be unreasonable and unfair to institute organizational policies penalizing it. If the illness is not contagious, it is still in the organization’s best interest for the employee to receive proper medical treatment and rest to promote a full recovery. Indeed, SAS are finding that programs aimed at keeping workers healthy are effective in dealing with this type of absenteeism. Companies using wellness programs, educating employees about proper nutrition, helping them exercise, and rewarding them for healthy habits have reported reduced absenteeism. "SAS employees and their families have free access to a massive gymnasium featuring tennis and basketball courts, a weight room, and a heated pool. An on-site health care clinic, staffed by physicians, nutritionists, physical therapists, and psychologists also is entirely free. Deeply discounted childcare is available, in addition to no-cost “work-life” counseling which helps employees more effectively manage the stresses of everyday life. And, of course, common work areas are routinely filled with snacks and treats."(Mark, 2013). SAS creates an environment for all members to enjoy and making connections to a more creative life, by helping the employees more effectively manage the stresses of everyday life.

Just imagine that if you are as thrilled as you are at home when you are at work, there is a huge satisfaction. The satisfaction can reduce the unscheduled absences from work and spirited employees to do more creative activities that benefit to the organization. The whole assortment of benefits exists to constantly remind workers that they’re important and greatly matter to the success of the firm. "According to Jack Poll, a 28-year SAS employee and director of recreation and employee services, “when people are treated as if they’re important and truly make a difference, their loyalty and engagement soar.”(Mark, 2013). And it truly soars so high that the highly skilled and talented workers SAS needs to remain competitive and innovative rarely leave. Human being wants a life with money, happy and satisfaction not just money without a life. 

• Turnover 

Turnover refers to an employee’s leaving an organization. Employee turnover has potentially harmful consequences, such as poor customer service and poor company-wide performance. High performers may find it easier to find alternative jobs, so when they are unhappy, they can leave more quickly and also people are more likely to quit their jobs if they experience stress at work as well. Why do employees leave? One of the common reason is stress such as role conflict and overloaded at work drain energy and motivate people to seek alternatives. If you are feeling stressful and unhappy at work, you are just working for pay and move like a horse tied by a rope. The most ideal situation is everyone in the organization can move it forward and the difference is the attitudes is active or passive. There are also individual differences in whether people leave or stay such as personality, is a factor in the decision to quit their job. People who are conscientious, agreeable, and emotionally stable are less likely to quit their jobs. 

Agree or disagree with the firm’s approach and policies? Why or why not? 

Everyone needs some challenges to go further, some rest to cure the body and spirit. That's the nature of almost all living animals. To balance it, SAS did lots of managerial evolution. They value people, give employees the best place to work, helps employees more effectively manage the stresses of everyday life, gives tremendous freedom on the hours they work and when they use any of the campus services. If this is a job I love and get interested in, then this place is a paradise obviously. The boring, stressful, dangerous and long-time work is for artificial intelligence, humans should focus on the most creative things and jobs. That's the reason why I agree with SAS firm’s approach and policies. The policies contain the most important factors of what a strong organization needs which are growing and cure. 

The individual differences which like personality is not mentioned by SAS in this case which is a factor in the decision to quit one’s job. People who are conscientious, agreeable, and emotionally stable are less likely to quit their jobs. Many explanations are possible. People with these personality traits may perform better at work, which leads to lower quit rates. Or, they may have better relations with coworkers and managers, which is a factor in their retention. 

References 

1. "feelings and emotions are the true drivers of employee loyalty, innovation, and productivity, and purposely have made workforce happiness one of their primary missions" CROWLEY, M. A. R. K. C. (1961). How SAS Became The World’s Best Place To Work. doi: 10.1093/sw/6.4.117-b. 
2. "SAS has found that by being an especially benevolent and respectful organization, they consistently produce the most optimal workplace performance. Their highly nontraditional insight is that workers instinctively and positively respond to an organization that routinely demonstrates that they matter and are individually valued." CROWLEY, M. A. R. K. C. (1961). How SAS Became The World’s Best Place To Work. doi: 10.1093/sw/6.4.117-b. 
3. "The foundation of employee happiness at SAS, Goodnight believes, is its culture of trust. By ensuring that workers consistently respect the organization’s management, he knows that they will put forth their greatest commitment and contribution."CROWLEY, M. A. R. K. C. (1961). How SAS Became The World’s Best Place To Work. doi: 10.1093/sw/6.4.117-b. 
4. "In the fall of 2008, at the onset of the Great Recession, SAS customers suddenly stopped buying its products. Fears of a long downturn influenced businesses to dramatically cut spending, and the entire analytics software industry was directly affected. Several of SAS’s competitors soon announced massive layoffs, and SAS’s own workforce immediately grew worried that job cuts would be forthcoming in order to prop up the bottom line. But in early January 2009, Goodnight held a global webcast and announced that none of its 13,000 worldwide employees would lose their job. He simply asked them all to be vigilant with spending and to help the firm endure the storm."Carpenter, M. A., Bauer, T., & Erdogan, B. (2010). Principles of management 1.1. Irvington, NY: Flat World Knowledge. 
5. "SAS employees and their families have free access to a massive gymnasium featuring tennis and basketball courts, a weight room, and a heated pool. An on-site health care clinic, staffed by physicians, nutritionists, physical therapists, and psychologists also is entirely free. Deeply discounted childcare is available, in addition to no-cost “work-life” counseling which helps employees more effectively manage the stresses of everyday life. And, of course, common work areas are routinely filled with snacks and treats."CROWLEY, M. A. R. K. C. (1961). How SAS Became The World’s Best Place To Work. doi: 10.1093/sw/6.4.117-b. 
6. “For 2010, I make the same promise that I did last year—SAS will have no layoffs. Too many companies worldwide sacrificed employees and benefits to cut costs in 2009. SAS took the opposite stance, and we have been rewarded in employee loyalty and overall success of the business. Maintaining this position throughout the downturn puts us in the best position to meet the expected market upturn."Carpenter, M. A., Bauer, T., & Erdogan, B. (2010). Principles of management 1.1. Irvington, NY: Flat World Knowledge. 
7. “If you are working for more than 8 hours, you are just adding bugs.”Carpenter, M. A., Bauer, T., & Erdogan, B. (2010). Principles of management 1.1. Irvington, NY: Flat World Knowledge.