Low pay.
The company doesn't offer the "industry standard," and circumvent the issue by hiring a larger percentage of employees not dependent on a living wage. Promotions and performance bonuses do little to supplement income, and as a result, reduce employee performance and drive. Those in senior positions don't appear to suffer pressure to make ends meet, and voice the expectation for newer employees to "pay their dues." This is a substantial problem for lower-level full-time employees who must then pursue 2nd or 3rd jobs outside the organization. The way management/HR handle pay negotiations is equally flawed, in that they really don't handle them. Regardless of work performance, the company appears to offer what they want to offer. Wiggle room is reserved for those higher up on the pyramid.
Internal Systems & Training.
Learning SAGE's internal systems isn't altogether difficult, but training and troubleshooting is passed off to assistants. The systems need improvement (or overhauling) as they are rather outdated. Few managers do any direct work in these systems, and only periodically inquire as to what changes staff require or recommend. Investments in changing systems are rare, and it's the authors, editors, and support staff who suffer the most from this.
Paternalistic Leadership.
Because publishing is married to the university tenure system (White American males constitute just over 30% of the population, but 80% of tenured positions in higher education), the company faces an uphill battle in combating industry norms with regards to leadership. Rather than take on this challenge, they embrace a very traditional organizational hierarchy, entirely dependent on paternalistic leadership. Challenging managerial styles/strictures or the rhetoric of "loyalty to the company" is discouraged. There's a sense that managers are basking in having attained tenure with the company, rather than thinking critically about how to manage effectively. Also, referring to your employees as "dispensable" is probably a bad idea.
Office Layout & Workplace Environment.
The cubicle format isn't a new problem, but does help create a very quiet office that discourages open communication. It's very common to ask a colleague a question via email rather than directly, even if they sit in the neighboring cubicle. Managers keep an eye on the comings/goings of employees, and people are tangibly nervous to be detected occupying the hallways. There is significant workplace gossip here, which isn't uncommon given how much time employees invest in the company. The company is big on celebrating "major" holidays in the workplace, which can cause discomfort to those who don't choose to partake.
Work/Life Balance
Poor. It is very easy to take this job home with you in an effort to keep up with the perpetual influx of work, or a lack of responsiveness from managers regarding workload. Vacation time is minimal, and attendance does play a huge part in doing the job well. Support staff isn't given to those who desperately need it. Work-life balance is more attainable for those comfortable offering lower quality service to authors and editors.
Business Strategy
Never good to start a year with a focus on "doing less."
