加薪是激勵(lì)員工最佳方式嗎

       The problem, however, is that most jobs today aren't like Chatwin's, where performance depends largely on individual effort and can be easily measured. Today's jobs generally involve team work. Success is less due to an individual's effort, and measurement of individual effort becomes more complex, if not impossible. In these situations, pay for performance can often seem unfair and arbitrary, and the result can demotivate, rather than motivate, employees. Resentment can fester, and significant time and energy can be wasted by people trying to get personal credit rather than working for team success。

　　但問題是，如今的多數(shù)工作都和查特溫的工作不同，他的工作業(yè)績主要取決于個(gè)人努力，衡量起來也很容易。而如今的工作通常需要團(tuán)隊(duì)合作。成功對(duì)個(gè)人努力的依 賴降低了，而衡量個(gè)人努力即使有可能，也變得更加復(fù)雜。在這種情況下，根據(jù)業(yè)績支付薪酬經(jīng)常顯得不公平而隨意，結(jié)果反而會(huì)打消員工的積極性，而不是激勵(lì)他 們。負(fù)面情緒可能會(huì)惡化，員工會(huì)追求個(gè)人業(yè)績而不是團(tuán)隊(duì)成功，從而浪費(fèi)大把時(shí)間和精力。

　　The bottom line is this: Incentive pay is an effective tool in situations where performance can be fairly measured and where it is based largely on individual effort. But it is less effective in situations - common in today's workplace - where the measurements are highly subjective and the work is done by teams。

　　歸根結(jié)底，當(dāng)業(yè)績可以公平衡量且主要取決于個(gè)人努力時(shí)，激勵(lì)性薪酬是一項(xiàng)有效的工具。但是當(dāng)業(yè)績衡量的主觀性很高，且工作是由團(tuán)隊(duì)完成時(shí)(這正是當(dāng)今工作環(huán)境中的普遍情況)激勵(lì)性薪酬的有效性將會(huì)降低。