加薪是激勵員工最佳方式嗎

        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。

　　這并不是說人們對財務激勵無動于衷。他們顯然會對財務激勵做出反應。例如，當你根據(jù)銷售人員的銷售額向他們支付提成時，他們的銷售額總是比你只付給他們固 定工資時多。同樣的道理也適用于按件計酬的單個手工業(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。

　　《華爾街日報》記者奧爾巴克(Jon Auerbach)在一篇報道中通過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，揭示了薪酬激勵可能帶來的激勵環(huán)境。當時，易安信公司對銷售人員支付的薪酬總額中，約65%是提成，而且對銷售人員能拿 到的提成不設上限。

　　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.'

　　這個故事就從曾是大學曲棍球隊隊員的查特溫說起，他總擔心自己達不到當季的銷售目標。為了確保不發(fā)生這種情況，他開始拼命工作，在接親戚參加他兒子的受洗 儀式時還在給客戶打電話，還在一次家庭烤肉聚餐時中途離開去和客戶談生意。“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。”