After reading the articles above:Select three articles Write a 2-page paper summarizing the information in the articlesNOTE: Write the summary as if you were writing about one topic – Google. Do not write three summaries (one summary for each article).NOTE: You do not need to include a Works Cited page, but must use in-paper citations .


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Google Website
http://www.google.com/intl/en/corporate/diversity/bestplace.html and
Life at Google:
http://www.google.com/intl/en/jobs/lifeatgoogle/index.html and
Joining Google:
Ten Reasons to Work for Google:
Going Green:
Fortune Magazine
The Perks of being a Googler:
Life inside Google:
Working at the Google Plex:
How Stuff Works
How the Googleplex Works
Google Employee Perks:
Googleplex Facilities:
Google Food:
Google Benefits and Day Care:
NBC News Today
Google Team Study Information
Links from Ginny
This is the study I referenced in class. The New York Times link is the most detailed. The others
are snippets of the key points. This is a good read not only for the results and what it says about
teams, but also on “what it takes to do a real study.” You should enjoy this one.
Great class yesterday!
Google team study
Perk Place: The Benefits Offered by Google and Others May Be Grand, but They’re All Business: Knowledge@Wharton
Perk Place: The Benefits Offered by Google and Others May Be Grand, but
They’re All Business
Published : March 21, 2007 in Knowledge@Wharton
During a telephone interview, Gopi Kallayil, senior product marketing manager for
Google, lists which of the company’s much-publicized employee benefits he takes
advantage of.
“Let me pull this up because there are so many,” he says. When his computer
produces a list a moment later, Kallayil makes his way down the screen and
continues: “The free gourmet food, because that’s a daily necessity. Breakfast, lunch
and dinner I eat at Google. The next one is the fitness center, the 24-hour gym with
weights. And there are yoga classes.”
There is a pause before he adds that he also enjoys the speaker series, the in-house
doctor, the nutritionist, the dry cleaners and the massage service. He has not used
the personal trainer, the swimming pool and the spa — at least not yet, anyway. Nor
has he commuted to and from the office on the high-tech, wi-fi equipped, bio-diesel
shuttle bus that Google provides for employees, but that is only because he lives
nearby and can drive without worrying about a long commute.
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Is Google’s generosity purely altruistic? Of course not, which is not to say that any
nefarious motives are at work, either. To be sure, Google is a funky company that
calls its offices a “campus” and has created a “collegiate” atmosphere where
employees dress casually and can have fun. But make no mistake: All these perks — some quirky, some
traditional — show that Google means business, according to management experts from Wharton and
elsewhere. The company wants to achieve several goals: Attract the best knowledge-workers it can in the
intensely competitive environment for high achievers; help them work long hours by feeding them
gourmet meals on-site and handling other time-consuming personal chores; show that they are valued;
and have them remain Googlers, as employees are known, for many years.
There may be a potential downside to all this largesse: Some employees may come to feel uncomfortable
at the company if they see the perks as an impingement by their work lives on their personal lives,
according to one Wharton researcher. For the most part, however, what Google and other firms are doing
makes eminent sense for both the companies and the people they employ.
Peter Cappelli, management professor and director of the Center for Human Resources at Wharton, says
simply: “These benefits help companies recruit people who are willing to spend most all of their time at
Steven E. Gross, global leader of the broad-based rewards consulting business at Mercer Human
Resource Consulting, says that Google, with its vast array of benefits, is trying to differentiate itself from
other companies that want to hire people with the same talents. These companies, too, have been
expanding their employee benefits in recent years. “It’s all about the employment brand,” Gross says.
“There’s a great demand for technical-professional types — the folks Google is going after,” Gross adds.
“What you see happening with knowledge-workers is the creation of a different type of employment
experience. Google and others are saying, ‘Come to work for us, work very hard, and we’ll try to help you
with your daily activities.’ Transportation is one. And having services available on campus is another.
There’s also an integration of work and non-work activities. Family life and work are blurring for many
All materials copyright of the Wharton School of the University of Pennsylvania.
Page 1 of 4
Perk Place: The Benefits Offered by Google and Others May Be Grand, but They’re All Business: Knowledge@Wharton
Wharton management professor Nancy Rothbard agrees. She says companies want to create both an
appealing environment to attract and retain employees and make people feel they belong, but they also
want to increase productivity. Worries like childcare, cooking, going to the dry cleaners and visiting the
doctor off-site during the week, says Rothbard, “distract employees at the workplace.”
Google — which has close to 10,700 full-time employees, although not all are based in its Mountain View,
Calif.-headquarters — is the best place to work in America, according to a recent issue of Fortune
magazine. A big reason for that No. 1 status is the broad array of amenities it offers employees. It has a
reputation for doing the unusual. In the prospectus accompanying its initial public offering of stock in
2004, the company declared that its philosophy was: “Don’t Be Evil.” One section of its IPO filing with
the Securities and Exchange Commission was headed “Making the World a Better Place.”
But while Google has gotten a lot of media attention for its employee benefits, it is far from alone in
treating workers well. A quick Internet search turns up evidence that any number of companies — Sun
Microsystems, Oracle, Netscape and Yahoo!, to name a few — were offering benefits like auto detailing,
oil changes, lactation rooms for nursing mothers and concierge-like amenities like laundry and dry
cleaning services, in the 1990s.
“Treated Like Paper Clips”
David Sirota, co-author of The Enthusiastic Employee: How Companies Profit by Giving Workers What
They Want, says far too many companies do not value employees — and pay a price for treating them that
way. “The key question in organizations is not the typical one — how do you motivate people or engage
people?” he explains. “It’s how do you keep management from destroying motivation?”
Surveys of employees conducted by Sirota Survey Intelligence, the Purchase, N.Y., firm that Sirota
founded in 1972, have determined that when people enter an organization, their morale is high. But, in as
little as six months, the level of morale can drop precipitously if employees feel unvalued and, in Sirota’s
words, are “treated like paper clips.”
Sirota says morale will decline if management views employees as costs rather than assets, if they are
treated disrespectfully and if they are poorly compensated in salary and benefits. “Google and other
organizations like it are just the opposite of these things,” Sirota says. “Perks, of course, are an important
part of it…. Our research indicates that the more companies do this kind of thing, the higher the morale
and the higher the performance [of employees]. This is really enlightened self-interest.”
If a person works for a company that does not offer the kinds of extraordinary perks that Google and
like-minded firms provide, what, if anything, does that tell the employee about his or her employer? “On
the one hand, it signals that the employer isn’t paying as much attention to the employee’s needs,”
according to Cappelli. “On the other, it may signal that they don’t expect to be as involved in your life
outside of work. Maybe they are more willing to see a boundary between your work and your life.”
Gross, the Mercer HR expert, says the broad array of benefits offered by Google and other firms may
exert pressure on less-generous organizations to increase their benefits. But whether employees at
companies that have fewer perks actually feel less appreciated by their own management will depend on
What Google and other firms are doing “raises the ante for everybody,” notes Gross. “But it means
employees have to look at the whole value proposition where they work: ‘Look at what I’m given, and
what is the value to me?’ Some people would argue that working at Google is more exciting, but [Google
employees] are working incredible hours. And at the end of the day, you have to ask, ‘Is that a good deal?
What are they offering, and how does it compare to what I’m getting?’ Having childcare services doesn’t
have value for you if you don’t have a child. The value proposition is very personal. What motivates me is
different from what motivates you. We each take our own mosaic of those variables, and how we value
them determines our value proposition.”
Gross also points out that perks alone, no matter how beloved, are insufficient in themselves to retain
employees over time. “Employees are not going to stay if they’re not paid reasonably,” he says. “Perks are
only part of the package. You can attract people but this isn’t enough to retain them.”
All materials copyright of the Wharton School of the University of Pennsylvania.
Page 2 of 4
Perk Place: The Benefits Offered by Google and Others May Be Grand, but They’re All Business: Knowledge@Wharton
Integrators and Segmentors
Wharton’s Rothbard points out that the advent of new communications technologies — e-mail, cell phones
and personal digital assistants — have blurred the lines between the workplace and the home for many
people. This rapid change has called attention to two types of employees: integrators and segmentors.
Perks like Google’s appeal to integrators, people for whom work life and home life have little distinction.
These are the employees who like to plug into the wi-fi system on Google’s commuter bus and do work as
they ride to and from the office; who check office e-mail frequently at home on nights and weekends; and
who like child-care facilities at or near their office so that they can bring a part of home with them to work.
Segmentors, by contrast, like to maintain distinct walls between work and home. These are people made
uncomfortable by a workplace filled with perks related to one’s personal life. Even employees with
children can dislike the fact that their employer provides on-site childcare.
“A lot of people like to keep the two worlds separate,” says Rothbard, who wrote about this topic in an
article titled “Managing Multiple Roles: Work-Family Policies and Individuals’ Desires for
Segmentation,” which appeared in a 2005 issue of Organization Science. “Nor do they like to have that
boundary violated by their co-workers… . It can be frustrating to them. Our world is now becoming much
more integrationist with technology that makes you on call 24-7. Segmentors are doing this, but they may
not like it.”
In her research, Rothbard documented how segmentors in an integrationist workplace enjoyed less job
satisfaction and had a lower commitment to their companies than their integrator co-workers. What was
noteworthy, too, was that segmentors may not know the reasons they are dissatisfied at work. “It’s a
subtle effect, where they know they just don’t fit in but may not know why,” Rothbard says. Her study did
not measure whether discomfort led to higher turnover rates among segmentors compared to other
employees, but she says other researchers have found that commitment is related to turnover.
Rothbard adds that segmentors can be found in any business — from the shop floor to the office of the
knowledge worker — and that being a segmentor is not related to skill or education. And Rothbard
stresses that integrators are not necessarily better employees than segmentors, even at firms with an
integrationist culture. Integrators may spend a lot of time at work, but that does not necessarily mean they
are more creative or more productive than segmentors. Segmentors may be able to focus more energy on
their work precisely because they know that they need to finish their tasks in their allotted time at the
office to avoid working on them at home.
“There are positives and negatives to segmentation and integration,” she notes. “Integration helps
employees make transitions; they have a much easier time going back and forth between roles. That’s a
big benefit. However, integrators may have difficulty focusing on their work. Segmentors may be able to
focus more easily on a particular task but may find it takes time to switch from role to role. So I don’t feel
one is good and one is bad. I’m just saying it’s harder to be a segmentor in today’s cultures.”
Given the segmentor’s discomfort in an integrationist corporate setting, one might also wonder whether
the well-stocked pantry of benefits at places like Google could have other negative impacts. Could, for
example, some employees actually resent such largesse for its own sake? Could such corporate
beneficence be perceived as manipulative and heavy-handed — something like the mill and mining towns
of the early 20 th century where employees were provided housing but were paid in chits instead of dollars
and compelled to buy overpriced goods at the company store?
No one interviewed by Knowledge@Wharton would agree with that proposition, for the simple reason
that the perks offered by Google and others are voluntary and quite valuable. If having a gourmet meal on
the corporate campus makes you uneasy, you can always go home and make a baloney sandwich. Just ask
Kallayil, the Google employee who loves his work and his employer.
“It’s not that you have to eat here or use the gym here,” he says. “It’s all voluntary. It’s your choice. We’re
all adults.”
This is a single/personal use copy of Knowledge@Wharton. For multiple copies, custom reprints, e-prints, posters or plaques, please contact
PARS International: reprints@parsintl.com P. (212) 221-9595 x407.
All materials copyright of the Wharton School of the University of Pennsylvania.
Page 3 of 4
Perk Place: The Benefits Offered by Google and Others May Be Grand, but They’re All Business: Knowledge@Wharton
All materials copyright of the Wharton School of the University of Pennsylvania.
Page 4 of 4
Why is Google so great? Google Is #1 on this year’s list of the 100 Best Companies to Work
is Google so great?
Google is #1 on this year’s list of Fortune’s 100 Best Companies to Work For®
Google, a seven year old internet communications and technology company based in Mountain
View California, tops this year’s “100 Best Companies to Work For”® list. With over 440 companies applying for spots on this year’s ranking of the nation’s best employers, what set Google apart?
It could be the food – eleven gourmet restaurants on their Mountain View campus that 100 Best list
co-author Milton Moskowitz says are incomparable to anything he’s ever seen at another company.
Google Quick Facts
It could be the special and unique benefits (see
below) that include opportunities, to learn, grow,
• Industry: Media:
Media: Online Internet
travel, and have wildly zany fun during the workServices
day. It could be the more thoughtful offerings
• US Employees:
provided to Googlers such as a $500 take-out meal
• Training:
100 hours/year
fund for new parents, opportunities to ask the
• Voluntary Turnover (FT) 2.6%
founders about their vision for the future of the
• Job Applicants:
company, or a chance to be involved in significant
• Headquarters:
Mountain View, CA
community service. Yet, it is really no one of these
• CEO:
Dr. Eric Schmidt
items. Google is the grand sum (and more) of all
• Founded:
these unique “parts” that together create an in• Ticker Symbol:
credible workplace. It is the Google culture that
• Website:
has vaulted this company to the Number 1 position on the 2007 “100 Best Companies to Work
For”® list.
Google Perks & Benefits
• Up to $8,000/year in tuition reimbursement
• On-site perks include medical and dental facilities, oil change
and bike repair, valet parking, free washers and dryers, and
free breakfast, lunch and dinner on a daily basis at 11 gourmet restaurants
• Unlimited sick leave
• 27 days of paid time off after one year of employment
• Global Education Leave program enables employees to take
a leave of absence to pursue further education for up to 5
years and $150,000 in reimbursement.
• Free shuttles equipped with Wi-Fi from locations around the
Bay Area to headquarter offices.
• Classes on a variety of subjects from estate planning and
home purchasing to foreign language lessons in French,
Spanish, Japanese and Mandarin.
© 2007 Great Place to Work® Institute, Inc. All rights reserved.
“These guys obviously had an
idea originally about the search
engine that was unique, but beyond that they had an idea at the
very start that they were going
to create a great workplace” says
Moskowitz. “They had so much
money – so much money in cash
– that some people would think
they don’t need the imprimatur
of a list like ours – they could do
anything they wanted – so why
try and create a great workplace.
It’s a difficult thing to do – it
takes effort and humility. Yet
they did it, they wanted to create
a great workplace and they did that was important to them, beyond simply making a lot of
money – how they treat people is
Page 1
Why is Google so great? Google Is #1 on this year’s list of the 100 Best Companies to Work For®
The competition is steep for any company seeking to become one of the Best, and certainly for any
company that shows up in the #1 slot. Yet Google chose a great role model to help them create the
special culture that has supported their success. While definitely creating and following their own
path, leaders at Google also turned to Genentech (#1 on the Best Companies list in 2006) as a
source of ideas and wisdom to guide their growth as a company. And they have grown well, with
confidence that their unique cultu …
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