加薪是激勵(lì)員工最佳方式嗎

        It's not that people don't respond to financial incentives. They clearly do. When you pay salespeople commissions based on their sales, for instance, they will always sell more than when you simply pay them a flat salary. The same goes for an individual crafts person who gets paid on a per piece basis。

　　這并不是說(shuō)人們對(duì)財(cái)務(wù)激勵(lì)無(wú)動(dòng)于衷。他們顯然會(huì)對(duì)財(cái)務(wù)激勵(lì)做出反應(yīng)。例如，當(dāng)你根據(jù)銷售人員的銷售額向他們支付提成時(shí)，他們的銷售額總是比你只付給他們固 定工資時(shí)多。同樣的道理也適用于按件計(jì)酬的單個(gè)手工業(yè)者。

　　The Journal's Jon Auerbach captured the kind of supercharged environment that pay incentives can create in a profile of a salesman for EMC Corp. named John Chatwin in 1998. At the time, the company paid salespeople about 65% of their total pay in commissions, and put no cap on the commissions they could earn。

　　《華爾街日?qǐng)?bào)》記者奧爾巴克(Jon Auerbach)在一篇報(bào)道中通過(guò)1998年易安信公司(EMC Corp)中一位叫查特溫(John Chatwin)的推銷員的經(jīng)歷，揭示了薪酬激勵(lì)可能帶來(lái)的激勵(lì)環(huán)境。當(dāng)時(shí)，易安信公司對(duì)銷售人員支付的薪酬總額中，約65%是提成，而且對(duì)銷售人員能拿 到的提成不設(shè)上限。

　　The story begins with Chatwin, an ex college hockey player, fearing he won't make his sales target for the quarter. To ensure that doesn't happen, he shifts into overdrive, calling clients while ferrying relatives to his son's christening, and breaking away from a family barbecue to contact a customer about a deal. 'I may not be brilliant,' Chatwin told Auerbach, 'but I'm hungry, I'm scrappy.'

　　這個(gè)故事就從曾是大學(xué)曲棍球隊(duì)隊(duì)員的查特溫說(shuō)起，他總擔(dān)心自己達(dá)不到當(dāng)季的銷售目標(biāo)。為了確保不發(fā)生這種情況，他開(kāi)始拼命工作，在接親戚參加他兒子的受洗 儀式時(shí)還在給客戶打電話，還在一次家庭烤肉聚餐時(shí)中途離開(kāi)去和客戶談生意。“我可能并不聰明”，查特溫告訴奧爾巴克，“但是我心懷渴望，我斗志旺盛。”