加薪是激励员工的最好方式

想要激励员工，工作更加卖力?下面是小编搜集整理的加薪是激励员工的最好方式，欢迎阅读，供大家参考和借鉴!

numerousstudieshaveattemptedtofindaclearlinkbetweenpaypracticesandperformance,buthavelargelyfailed.ingoodtogreat,jimcollinssaidhisteam'foundnosystematicpatternlinkingexecutivepensationtotheprocessofgoingfromgoodtogreat.'

therewasnoindication,forinstance,thatbonusesorstockoptionsweremorewidelyusedbythegood-to-greatpanies.moreover,collinsfoundthattheexecutiveswholeadthegood-to-greattransitionactuallyreceivedslightlylesstotalcashpensationthantheircounterpartsatparisonpanies.

pfefferandsuttonetoasimilarconclusionaboutmosteffortstoboostperformancebycreatingpayincentives:

thereis,infact,littleevidencethatequityincentivesofanykind,includingstockoptions,enhanceorganizationalperformance.onereviewofmorethan220studiesconcludedthatequityownershiphadnoconsistenteffectonfinancialperformance.anothermassivestudyandreviewofresearchonexecutivepensationpublishedbythenationalbureauofeconomicresearchreportedthatmostschemesdesignedtoalignmanagerialandshareholderinterestsfailedtodoso.'

it'snotthatpeopledon'trespondtofinancialincentives.theyclearlydo.whenyoupaysalespeoplemissionsbasedontheirsales,forinstance,theywillalwayssellmorethanwhenyousimplypaythemaflatsalary.thesamegoesforanindividualcraftspersonwhogetspaidonaperpiecebasis.

thejournal'sjonauerbachcapturedthekindofsuperchargedenvironmentthatpayincentivescancreateinaprofileofasalesmanforemccorp.namedjohnchatwinin1998.atthetime,thepanypaidsalespeopleabout65%oftheirtotalpayinmissions,andputnocaponthemissionstheycouldearn.

thestorybeginswithchatwin,anexcollegehockeyplayer,fearinghewon'tmakehissalestargetforthequarter.toensurethatdoesn'thappen,heshiftsintooverdrive,callingclientswhileferryingrelativestohisson'schristening,andbreakingawayfromafamilybarbecuetocontactacustomeraboutadeal.'imaynotbebrilliant,'chatwintoldauerbach,'buti'mhungry,i'mscrappy.'

theproblem,however,isthatmostjobstodayaren'tlikechatwin's,whereperformancedependslargelyonindividualeffortandcanbeeasilymeasured.today'sjobsgenerallyinvolveteamwork.successislessduetoanindividual'seffort,andmeasurementofindividualeffortbeesmoreplex,ifnotimpossible.inthesesituations,payforperformancecanoftenseemunfairandarbitrary,andtheresultcandemotivate,ratherthanmotivate,employees.resentmentcanfester,andsignificanttimeandenergycanbewastedbypeopletryingtogetpersonalcreditratherthanworkingforteamsuccess.

thebottomlineisthis:incentivepayisaneffectivetoolinsituationswhereperformancecanbefairlymeasuredandwhereitisbasedlargelyonindividualeffort.butitislesseffectiveinsituations-monintoday'sworkplace-wherethemeasurementsarehighlysubjectiveandtheworkisdonebyteams.

1、mysalaryrequirementisinthe$100,000-$120,000rangewithappropriatebenefits.iwouldbewillingtorelocatefortherightopportunity.

2、thesalaryrequiredis12,000permonth,livinginthehouse.

3、iamquitewillingtostartwithasmallsalary.

4、iamwillingtoserveontrialforsomemonthsatasmallsalary.

5、igotfivethousandandfivehundredpermonth.

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