1、外文文献翻译译文一、外文原文原文ENTREPRENEURSHIPFROMTHEIVORYTOWERDOINCENTIVESYSTEMSMATTERGIDEONDMARKMANTHESTUDYCONDUCTEDATALOWERINCENTIVECOMPENSATIONFORTHEPURPOSEOFRESEARCH,MAINLYTHROUGHTHEEXISTENCEOFINCENTIVECOMPENSATIONPLAN,ANDEXPLORETHEDIVERSITYOFPAYINCENTIVESTHROUGHUNDERSTANDINGTHEIMPACTOFINCENTIVEPAYFACTORSOFO
2、RGANIZATIONALPAYSTRUCTUREEMPLOYEEMOTIVATION,GIDEONBLACKMANSMARRMAINRESEARCHFORMOTIVATINGEMPLOYEES1,BECAUSETHEFAILURETOENCOURAGEEMPLOYEESNOTTOGIVEUPTHESTAFFINQUESTIONSHOULDPROMOTEITSCHANGEOFMIND2,CONTINUOUSLYIMPROVETHEQUALITYOFSTAFFCANNOTBEIMPROVEDFORSTAFFELIMINATED3,BYTHESTAFFOFEACHDEPARTMENTTOUNDER
3、STANDTHEWORK,TOASSESSTHEIRPERFORMANCEAPPRAISAL4,DONOTGIVEEMPLOYEESMUCHTHEESTABLISHEDMODELTOENCOURAGETHEMTOGIVEFULLPLAYTOTHEIRPOTENTIALANDCREATIVITY5,NOTONLYTOPROVIDESPIRITUALENCOURAGEMENT,ANDTOGIVETHEACTUALAWARDSGIDEONBLACKMANSMARRSTAFFSHOULDBESELFDETERMINEDTHATTHEWORKOFTHEDAYREQUIREEACHEMPLOYEETOAC
4、CEPTTHESOCALLEDTESTMIRRORTESTTHEFACEOFTHEMIRROREVERYDAY,YOUCANREFLECTONTHEIRACTIONS,EVENOCCASIONALLYBRINGHOMETHECOMPANYSSTATIONERYTOUSESUCHATRIVIALMATTERUSEOFALLAVAILABLEACTIONSTOCONVEYHISTHOUGHTS,HESAIDWESHOULDBUILDONACLEANSYSTEMSUPERVISION,THROUGHPERSEVERANCE,STRONGLEADERSHIP,CANNOTINDULGEHISOWNSU
5、BORDINATESINTHEPROCESSOFENTERPRISEDEVELOPMENT,GIDEONBLACKMANSMARRINCENTIVESTHATCOMPANIESSHOULDPAYACOMPREHENSIVEUNDERSTANDINGOFTHECONCEPTANDUSETHEMTOPAYAREASONABLEDESIGNTOGOPAYINCENTIVESSHOULDBEDESIGNEDTOCONSIDERTHEORGANIZATIONSSTRATEGICOBJECTIVES,THENSTAFFANDTHEDEVELOPMENTOFENTERPRISESINTHESAMEDIREC
6、TIONGIDEONSMARRHICKMANTHATTHEPAYSTRUCTUREOFENTERPRISESBELIEVETHATTHEBESTOPTIONSHOULDALWAYSBEANOPENDISCUSSIONANDFULLDEBATETHISCANMAKEITTHROUGHTHESTAFFTODISCUSSTHERESULTISACCEPTABLETOALLIDEASTHEORYANDEXPERIENCEHAVEPROVED,BYTHERDPERSONNEL,MARKETINGPERSONNEL,PRODUCTIONPERSONNELANDFINANCIALPERSONNEL,MOST
7、OFTHESTAFFINVOLVEDINTHEPAYSTRUCTUREISTHEMOSTEFFECTIVETHEINCENTIVEPAYSHOULDNEEDTOHAVETHE4ELEMENTS,NAMELYWITHTHEPOWERTOMOTIVATESTAFF,WAYSTOMOTIVATESTAFF,INNOVATIVEMECHANISMSFORTHECONCRETEIMPLEMENTATIONINTHEENTERPRISEPERFORMANCEEVALUATIONOFSTAFFANDRESEARCHSTAFFSALARIESANDINCENTIVEMECHANISMSHOULDTHEPERF
8、ORMANCEEVALUATIONANDINCENTIVEMECHANISMSEMPLOYEEPERFORMANCEEVALUATIONOFRESEARCH,ASSESSMENTCRITERIA,THENDESIGNACLEARASSESSMENTOFTHEIRSKILLSANDSPECIFICNEEDSTOASSESSTHEPROCESSOFASSESSMENTINDICATORSASSESSMENTRESULTSMUSTBECOMPLEMENTEDBYINCENTIVES,IFNOTENCOURAGEMENT,EVALUATIONWOULDBEMEANINGLESSFIRST,THEEMP
9、LOYEEPERFORMANCEEVALUATIONOFTHEFIRSTPRINCIPLESOFEVALUATIONINDICATORSMUSTBECLOSELYINTEGRATEDWITHTHEENTERPRISEDEVELOPMENTSTRATEGY,INTEGRATEDTOENSURETHECOMPETITIVENESSOFTHEMARKETSECOND,THEASSESSMENTTEAM,THESTAFFPAYATTENTIONTOTEAMANDINDIVIDUALPERFORMANCEASSESSMENTMUSTBECLOSELYRELATEDTOTHEESTABLISHMENTOF
10、INDICATORS,WHICHMUSTBEREASONABLE,ANDTOINTOTHESYSTEMTHIRD,THEPRINCIPLEISBASEDONENTERPRISEDEVELOPMENTSTRATEGY,BALANCEDLONGTERMGOALSANDSHORTTERMINDICATORS,THERELATIONSHIPBETWEENPERFORMANCEINDICATORSANDTECHNICALINDICATORSPROMOTIONANDCAREERDEVELOPMENTOPPORTUNITIESSTAFFTOFOCUSONBUSINESSTOOWNTRAININGANDPRO
11、MOTIONOPPORTUNITIESMONEYTOSTIMULATEWEAK,EMPLOYEESPAYMOREATTENTIONTOUPGRADINGTHESTATUSANDFUTUREDEVELOPMENT,WHEREMATERIALREWARDSSIMPLYCANNOTMEETTHENEEDSOFSTAFF,BUSINESSSTAFFINCENTIVESCOMBINEDINTOSPIRITUALANDMATERIALINCENTIVESTHEENTERPRISE,ANDINTERNALPROMOTIONSHAVETHEFOLLOWINGSIGNIFICANCEFIRST,RELATIVE
12、TOOTHERINCENTIVESSUCHASMONETARYINCENTIVES,PROMOTIONCANENCOURAGEMEMBERSOFTHELONGTERMBEHAVIORBEFOREPROMOTIONCOMPANIESWHONEEDTOBEPROMOTEDTOLONGTERMPERFORMANCEEVALUATION,PROVIDINGALONGTERMINCENTIVEISANINCENTIVETOCONDUCTFURTHERENCOURAGEMEMBERSTOCOMPLYWITHLONGTERMINTERESTSOFENTERPRISESANDENTERPRISESAREOFT
13、ENSHORTTERMPERFORMANCEOFTHEEMPLOYEESMONETARYAWARDTHISISMAINLYSHORTTERMINCENTIVESTOMOTIVATE,DRIVEMEMBERSMAYPAYMOREATTENTIONTOTHEIROWNINTERESTSWHILEIGNORINGSHORTTERMLONGTERMINTERESTSOFENTERPRISESSECOND,THECOMPANYPROMOTEDFROMWITHIN,EXCELLENTSTAFF,ANDENTERPRISESCANSHAREWEALANDWOEWITHTHEGROWTHOFEMPLOYEES
14、TOBENEFITFROMBUSINESSDEVELOPMENTRESULTSRELATIVETOEXTERNALRECRUITMENT,BUSINESSPROMOTIONFROMWITHINASUITABLECANDIDATEWILLENHANCETHECOHESIONOFTHEENTERPRISETHIRD,THEINTERNALPROMOTIONOFSTAFFHAVEALREADYAGREEDTOTHEVALUESOFENTERPRISE,KNOWNASTHEOPERATIONOFENTERPRISES,MORETHANEXTERNALRECRUITMENTOFSTAFFANDINTEG
15、RATIONOFMOREADAPTIVEFOURTH,INTERNALPROMOTIONISNOTONLYTOBEPROMOTEDZHEMOREOPPORTUNITIESANDGREATERSCOPEINTHEDISPLAYOFTHEIRTALENT,BUTALSOTONONPROMOTIONORNEWTOPROVIDINGAPROFESSIONALDEVELOPMENTEXPECTATIONSFORPERSONALCAREERDEVELOPMENTOFEMPLOYEESANDENTERPRISESCOMBINATIONOFLONGTERMDEVELOPMENT,THUSENHANCINGTH
16、ESENSEOFBELONGINGAMONGSTAFFOFTHEENTERPRISEANDLOYALTYHOWEVER,THEPROMOTIONOFENTERPRISEASANINCENTIVE,THEREWILLSTILLBESOMEPROBLEMSFIRST,THELEVELOFPROMOTIONSISLIMITEDENTERPRISESAREONLYASMALLNUMBEROFEMPLOYEESFORPROMOTION,BUTDIDNOTLIKETHEMONETARYINCENTIVE,WHILEREWARDINGMOSTOFTHEPEOPLESECOND,THESTAFFOFTHEEN
17、TIRECAREER,EVENTHEBESTPEOPLE,THENUMBERCANNOTBEALOTOFPROMOTIONTHECOMPANYCANBEREGULAREMPLOYEESMONETARYINCENTIVESTHIRD,THEPROMOTIONHADLITTLECHANCETOWINAPROMOTIONBECAUSEOFCOLLEAGUESARISINGFROMCOMPETITION,WHICHMAYAFFECTTHETEAMSPIRITFOURTH,THEPROMOTIONMANAGERWITHTHEINCENTIVEANDSELECTIONOFTWOFUNCTIONS,BOTH
18、FUNCTIONSWILLCONFLICTFUNCTIONISREWARDSTOEMPLOYEESTOREWARDPASTSUPERIORPERFORMANCEMANAGEMENTISTOSELECTTHERIGHTPEOPLEINTHERIGHTPOSITIONSOUTSTANDINGPERFORMANCEOFTHEEXISTINGSTAFFPOSITIONSMAYNOTBESUITABLE,NOTNECESSARILYINTERESTEDINDOINGMANAGEMENTWORKATYPICALEXAMPLEISTHEEXCELLENTSCIENTISTSANDENGINEERSMAYNO
19、TBEASGOODMANAGERSTHEABILITYOFTHEEXISTINGPOSITIONANDOUTSTANDINGPERFORMANCEARENOTNECESSARILYCAPABLEOFPERFORMINGTHEDUTIESOFAHIGHERLEVELHOWEVER,THEINCENTIVEFORPROMOTIONUNDERTHEPROMOTIONMAYBEPROMOTEDCONTINUOUSLYREQUIREDUNTILTHEFINALPOSITIONUNTILTHEARRIVALPOWERLESSANDHESHEWILLBEPOWERLESSINTHISPOSITIONTOCO
20、MPLETETHEIRENTIRECAREERTHEREFORE,HOWTOAPPLYFORPROMOTIONTOTHISIMPORTANTINCENTIVE,ANDONLYAFEWPEOPLECANMINIMIZETHENEGATIVEIMPACTOFPROMOTIONS,CANNOTPROVIDEMOREOPPORTUNITIESFORPROMOTIONCASES,THEMAJORITYOFSTAFFCONTINUETOWORKVERYGOODWORKTOMAINTAINPROFESSIONALISM,BUSINESSMANAGEMENTSHOULDNOTBEOVERLOOKEDISTHE
21、IMPORTANTISSUEADHERETOTHEPRINCIPLEOFIMPARTIALITYISTOPLAYFORPROMOTIONPROMOTIONINCENTIVES,ANDELIMINATETHENEGATIVEEFFECTOFPROMOTIONMAYBEANIMPORTANTMEASUREMAINLYBYTHEASSESSMENTOFPERFORMANCEEVALUATIONMECHANISMANDEVALUATIONINDICATORSOFTWOPARTSWHENDESIGNINGANASSESSMENTMECHANISMISTHEASSESSMENTMETHODMUSTBECO
22、NSIDEREDTOASSESSTHEPERSONNELANDRESPONSIBILITIES,ASSESSMENTFORMS,ASSESSMENTPERIOD,ASSESSMENTOFELEMENTSASSOCIATEDWITHTHEINCENTIVEEVALUATIONINDICATORSDESIGNEDTOTAKETHEEFFECTIVENESSANDEFFICIENCYOFTHEINDICATORSFOREXAMPLE,ATYPICALRDTESTINGOFPERFORMANCEINDICATORSISANEWPRODUCTDEVELOPMENT,MARKETFAILURERATESO
23、FNEWPRODUCTS,QUANTITYANDTOEVALUATEATYPICALNEWPRODUCTDEVELOPMENTCYCLEINDICATORS,RESEARCHANDDEVELOPMENTCOSTEFFICIENCYFORMANAGERS,SENIORTECHNICALSTAFFANDDEPARTMENTSANDGROUPSFOCUSEDONTHERESULTSOFTHEAWARD,BECAUSELOWLEVELTECHNICALSTAFFCANFOCUSONIMPROVINGTHEIRSKILLSANDINCENTIVESTOENCOURAGETHEMTOCONTINUELEA
24、RNINGANDINNOVATIONENTERPRISESPERFORMANCEEVALUATION,TOBEFAIR,RIGOROUSANDOBJECTIVEEVALUATIONOFSTAFF,DIRECTOROFEVALUATIONCANBEUSEDDIRECTLYANDINDIRECTLYINCHARGETOADJUSTTHEWAY,EVALUATIONRESULTSANDTHEREVIEWSHAVETOBEEVALUATIONFEEDBACKTOTHEPEOPLE,THEREAREDIFFERENCESINEVALUATIONSCORES,ANDWITHINCENTIVESTOTOAC
25、HIEVEGOODRESULTSCOMPANIESUSINGTRADITIONALASSESSMENTMETHODS,THEIMPLEMENTATIONOFTHEMWILLENCOUNTERMANYDIFFICULTIES,CISSPERFORMANCEAPPRAISALSYSTEMACROSSNETCOMISAVERYFLEXIBLEASSESSMENTTOOL,BASEDONCORPORATEPERFORMANCEAPPRAISALSYSTEM,FLEXIBLESETTINGS,TOHELPENTERPRISESPERFORMANCEAPPRAISALSYSTEMTRULYIMPLEMEN
26、TEDFINALLY,THEPERFORMANCEEVALUATIONDOESNOTMEANTHATALLOFTHEDATA,ITMAYJUSTBESIGNSOFMANAGEMENTPROBLEMSINTHESURFACEPOTENTIALTHEKEYLIESINHOWTHECORPORATEMANAGEMENTOFTHERESULTSOFCOMPREHENSIVEANALYSISOFASSESSMENTDATA,ANDASACOMPENSATIONMANAGEMENTPROCESS,PERFORMANCEEVALUATIONISTHESTARTINGPOINT,THISISTHEMOSTVA
27、LUABLEPOSITIVEHOWTOMOTIVATEEMPLOYEESALMOSTEVERYCOMPANYUSETOMOTIVATESTAFFWAGES,MOREORLESSLARGENUMBEROFBUSINESSLEADERSWILLENCOURAGEEMPLOYEESTOUSEITASATOPPRIORITYHOWEVER,THESTAFFMOREANDMOREEMPHASISONINNOVATIONTODAY,BUTANINCREASEINPAYTOMOTIVATESTAFF,TOSTIMULATETHEENTHUSIASMOFTHESTAFFISNOTACCEPTABLENOWMA
28、NYENTERPRISESTOINCREASEINPAYANDBONUSESASAMAGICKEYMOTIVATINGHOWEVER,INCOMEALONECANINCREASEEMPLOYEEINCENTIVESTOPLAYITTHEEMERGENCEOFTAYLORISMMAKESBUSINESSMANAGEMENTEXPERIENCEFROMBLINDEMPIRICISMTOAMORESCIENTIFICDIRECTIONOFTHEPACETOTAYLORISMAPPLIEDTOTHEDESIGNOFPAYSYSTEMS,MAINLYBASEDONTHEFOLLOWINGUNDERSTA
29、NDINGMOTIVATEWORKERSTOWORKHARDER,WORKBETTERBIGGESTMOTIVATIONISTHATWORKERSDESIRETOEARNMOREMONEYALISTEDCOMPANYISAHOUSEHOLDAPPLIANCESMANUFACTURINGCOMPANYINTHELATE80SINTRODUCTIONOFFOREIGNADVANCEDTECHNOLOGY,THEINTRODUCTIONOFPRODUCTIONLINESANDADVANCEDPRODUCTIONMANAGEMENTEXPERIENCE,TOJUMPTOAWELLKNOWNBRANDH
30、OUSEHOLDAPPLIANCESINDUSTRYWITHTHEDEVELOPMENTOFENTERPRISES,THEINCOMEOFEMPLOYEESUP,THEHIGHERLIVINGSTANDARDSINLOCALCIRCUMSTANCES,ASABUSINESSISVERYDESIRABLEWITHTHEDEVELOPMENTOFADIVERSIFIEDCOMPANYHASPRODUCED,ORGANIZEDPARENTGROUPSA1,A2TWOSUBSIDIARIESA1SUBSIDIARIESCONTINUETOPRODUCETHEORIGINALPRODUCT,A2,ASU
31、BSIDIARYOFNEWPRODUCTS,THETWORELATIVELYINDEPENDENTSUBSIDIARIES,THEDEVELOPMENTOFTHEIROWNPASTTWOYEARS,THEMARKETSITUATIONCHANGES,A1ISTHEINFERIORPRODUCTOFPOORSALES,BUSINESSLOSSES,THEINCOMEOFEMPLOYEESDOWNWARDTRENDINTHELEVELOFASUBSIDIARYATTHESAMETIME,ACTIVEEMPLOYEESISNOTHIGH,LARGESCALELOSSOFKEYEMPLOYEES,CO
32、MPANIESHOPETHATTHROUGHTHEEFFORTSOFTOREVERSETHESITUATION,BUTGREATDIFFICULTIESA2CORPORATIONSPRODUCTSAREVERYSTRONGSALES,BUSINESSBENEFITSAREGOOD,THESTAFFGRADUALLYINCREASETHEIRINCOMEHOWEVER,INTHEA2SINTERNALSTAFFMORALEISNOTBUSY,MOTIVATIONISNOTHIGH,TALENTANDPERSONNEL,ESPECIALLYFORBACKBONEHEAVYLOSSESLIMITTH
33、EFURTHERDEVELOPMENTOFENTERPRISES,ATTRACTIONENOUGHINTHISCASE,BETWEENTWOSUBSIDIARIESOFSOMEDIFFERENCESININCOMELEVELS,WHYHAVEASIMILARPROBLEMACOMPANYDECIDESTOPAYFORTHEIRADVICETOHIREPROFESSIONALMANAGEMENTCONSULTINGFIRMDIAGNOSISMANAGEMENTCONSULTINGCOMPANYFOUNDTHAT,SINCETHEOPERATINGSUBSIDIARYCOMPANY,INTHEDE
34、VELOPMENTPROCESSOFSTAFFINTHEA1,A2OFTHESUBSIDIARYSMANAGEMENTPHILOSOPHYANDMANAGEMENTSYSTEM,PAYSYSTEMDESIGNISVERYSIMILARIDEOLOGY,THEREFORE,ALTHOUGHTHETWOSUBSIDIARIESISINDEPENDENT,BUTHAVESIMILARPAYSTRUCTURE,ONLYINTHELARGERGAPBETWEENINCOMELEVELS,SOINDIFFERENTMARKETCONDITIONSOFTHETWOCOMPANIES,THECOMPANYBE
35、NEFITSAREPOORINDEPTHRESEARCHONTHECOMPANYSCOMPENSATIONSYSTEMTHATINTHETWOSUBSIDIARIESHAVEACOMMONPROBLEMISTHEBIGGESTFAIRDISTRIBUTION,WHICHISTHELARGESTOFREASONSTHEFIRSTANDMOSTIMPORTANTISSUEISTHEINTERNALDISTRIBUTIONOFINCOMEINEQUALITYTHEPERFORMANCEOFINTERNALINEQUALITYISONEOFTHEVERTICALDISTRIBUTIONOFINCOME
36、INTHEA1,A2WAGESOFTHESETWOCOMPANIESISAFLATCURVETHEREFORE,THEINEQUALITYOFINCOMETHESAMELEVELOFRESPONSIBILITYTHERE,SERIOUSLYAFFECTINGTHEIRMOTIVATIONANDSTAFFMOBILITY,THELOSSINTHEENTERPRISEBACKBONEOFTHEHIGHESTRATESINTHEOBSERVEDDISTRIBUTIONOFSTAFFSALARIESA1ANDA2,ACCORDINGTOTHESAMESTANDARDSSETATDIFFERENTPOS
37、ITIONS,BOTHINTHEWAGESOFDIFFERENTDEPARTMENTSANDPOSITIONSTHESAMETHEREARETWOCOMPANIESMONTHLY,QUARTERLYASSESSMENTTESTS,BUTTESTRESULTSDONOTREFLECTTHEINCOME,WHICHTHECOMPANYEACHEMPLOYEETHEIRWAGESANDNOTRELATEDTOACTUALPERFORMANCE,THERESULTINGVIEWSARETHESAMEGANHAOGANHUAIONTHEOTHERHAND,THEREARESTILLEXTERNALUNF
38、AIRRELATIVESCARCITYOFTHETALENTMARKETARESOMEPEOPLEWITHPROFESSIONALSKILLS,MARKETPRICESAREHIGHERTHANWAGESINTHEENTERPRISEINTERNALANDEXTERNALDIFFERENCESBETWEENTHEPAYLEVELS,SOTHATSOMESTAFFPSYCHOLOGICALLOSSOFBALANCE,THERESULTSLEFTTHECOMPANY,THECOMPANIESHAVETOLOOKFORNEWPROFESSIONALSAFTERALLTHESEYEARSOFREFOR
39、M,IMPROVESTAFFPAYLEVELSANDHASBEENACHIEVED,BUTHOWTOPAYTHEINCENTIVESANDMOBILIZETHEIRINITIATIVETOESTABLISHABETTERRELATIONSHIPINTERMSOFTHEROLEOFASCIENTIFICANDEFFICIENTPAYINCENTIVESTHEJOURNALOFTRANSFERTECHNOLOGY200729P353364译文象牙塔创业激励系统的问题基甸斯马克曼此研究以较低的薪酬进行激励为目的，主要通过研究薪酬计划激励作用的存在，探索薪酬激励机制的多样化。笔者通过了解薪酬激励机制的
40、影响因素研究组织薪酬结构。员工激励，基甸斯马克曼对于激励员工的主要研究1、鼓励员工不要因为失败而放弃，有问题的工作人员应当促进其改变想法。2、不断提高员工的素质，对于不能够提高的员工进行淘汰。3、通过对每个部门的工作人员的工作情况了解，以评估其绩效考核。4、不要给员工太多既定工作模式，鼓励他们充分发挥自己的潜能和创造力。5、不仅需要提供精神鼓励，而且要给予实际奖励。基甸斯马克曼认为员工应当自我确定当天的工作情况。要求每个的员工接受所谓的测试（镜测试）每天面对镜子，你可以反省自己的行为，即使是公司的文具偶尔带回家使用这样的小事。他利用所有可用的实际行动来传达他的想法，他说“应该建立在一个干净的系
41、统监督，通过坚持不懈，强有力的领导，不能放纵自己的下属。”在企业发展过程中，基甸斯马克曼认为企业应该对薪酬激励概念全面的了解，并把他们合理运用到薪酬设计里去。薪酬激励机制的设计应该考虑组织的战略目标，然员工的工作与企业的发展方向一致。基甸斯马克曼认为企业的薪酬设计应该始终坚信最好的方案应该经过公开讨论和全面的辩论。经过这样可以使之成为员工共同讨论的结果，是大家都接受的想法。理论和经验都证明，由研发人员，营销人员，生产人员和财务人员等大多数员工参与的薪酬设计是最有效的。这种薪酬激励机制应该需要具备的4种元素，即具有能激励员工的动力，激励员工的途径，具有创新的机制，在企业可以具体实施。研究员工的绩
42、效评估和研究员工的薪酬激励机制应把绩效评估和激励机制相结合。对研究员工的绩效评估，建立评估的标准，然后再设计清晰的评估工作及其技能的过程和需要负责评估和建立的评估指标的过程。评估结果必须有配套的激励机制，如果没有激励，评估将失去意义。第一，员工的绩效评估的评估指标的首要原则是必须与企业发展战略密切结合，统筹兼顾，确保市场的竞争力第二，对团队进行考核时，员工注意团队和个人绩效必须建立密切相关的考核指标，这些指标必须是有理有据，并且要成体系。第三，原则是基于企业的发展战略，平衡长期目标和短期指标，性能指标和技术之间关系的指标。晋升与职业发展机会。员工关注企业对自己的培养和晋升机会。金钱的刺激变弱，
43、员工更注重地位的提升和未来发展，这里简单的物质奖励已经不能满足员工的需要，企业对员工的激励转为精神与物质结合的激励方式。对企业来讲，内部职务晋升有以下重要意义首先，相对于其它激励措施（如货币激励），晋升可以鼓励组织成员的长期行为。晋升前企业需要对被晋升者进行长期的业绩评价，所提供的激励是一种长期的激励，进而鼓励组织成员的行为要符合企业的长远利益；而企业往往根据员工的短期业绩进行货币奖励。这种激励就主要是短期的激励，有可能驱使组织成员更注重自己的短期利益而忽视企业的长期利益。第二，企业从内部晋升优秀员工，能使与企业同甘共苦、一起成长的员工受惠于企业发展的成果。相对于外部招聘，企业从内部提拔合适的
44、人选更能加强企业的凝聚力。第三，内部晋升的员工已经认同企业的价值观，熟知企业的运作，比外部招聘的员工有更强的适应性与融合性。第四，内部晋升不但让被晋升者得到更多的机会和在更大的范围施展其才华，也给未晋升者或新来者提供了职业发展的期望，使员工将个人职业发展与企业的长期发展结合起来，从而增强员工对企业的归属感与忠诚感。但是，企业把晋升作为一种激励措施，也会存在一些问题。首先，职务晋升的等级是有限的。企业只能晋升少数员工，而不能象货币激励那样，同时奖励大多数人。第二，在员工的整个职业生涯中，即使最优秀的人才，其晋升的次数也不可能很多。而企业对员工则可经常进行货币奖励。第三，由于晋升机会不多，同事之间
45、会因为争取晋升而产生竞争，从而可能影响团队合作精神。第四，晋升具有激励与选拔管理人员两种功能，这两种功能会存在冲突。奖励功能是对员工过去的优秀业绩进行奖励。选择管理人员是将合适的人放在合适的岗位上。在现有岗位上业绩优秀的员工不一定适合、也不一定有兴趣做管理工作。典型的例子是优秀的科学家和工程师不一定能当出色的经理。在现有岗位上有能力和业绩突出的人，不一定能胜任更高层的职务。但在晋升的激励下，被晋升者可能会不断要求晋升，直到最后到达力不从心的职位为止。而他（她）将会在这个力不从心的职位上完成其整个职业生涯。因此，如何正确运用晋升这一重要的激励措施，又尽可能减少只有少数人能晋升所带来的消极影响，在
46、无法提供更多的晋升机会的情况下，使大多数很不错的员工继续努力工作，保持敬业精神，是企业管理中不容忽视的重要问题。坚持晋升公正性原则是发挥晋升激励作用，并消除晋升可能产生的消极作用的重要措施。绩效评估主要是由评估机制和评估指标两部分构成。当设计评估机制是必须考虑的评估方法，评估人员和责任，考核形式，考核周期，考核与激励相关的元素组合。设计评估指标，采取的有效性和效率性的的指标。例如测试一个典型的研发人员的绩效指标是新产品开发，对新产品的市场返修率，数量。并评估了一个典型的新产品开发周期指标，研究及开发成本效率。对于管理者，高级技术人员及部门和群体是集中在其成果的奖励，因为，低层次的技术人员可以在
47、奖励重点提高他们的技能，鼓励他们继续学习和创新。企业实行绩效考核，要公平、严格、客观的考评员工，可以采用直接主管考评、间接主管调整的方式，考评结果和评语一定要反馈给被考评人，考评分数有差别，并配合奖惩措施，才能达到好的效果；企业采用传统的考核方式，实行起来会遇到很多困难，CISS跨网通的绩效考核系统，是一个很灵活的考核工具，可以根据企业绩效考核制度，进行灵活设置，帮助企业将绩效考核制度真正执行下去。最后，绩效评估并不意味着所有的数据，它可能只是对管理问题的表面迹象潜力的。关键在于企业管理层的如何综合分析评估数据结果，并作为薪酬管理过程中，绩效评估是切入点，这是最有价值的积极意义。如何激发员工几
48、乎每家公司都利用员工的工资进行激励，大量的企业领导人或多或少会把鼓励员工使用它作为首要任务。然而，工作人员越来越多地强调创新的今天，只是提高薪酬来激励员工的工作，刺激了员工的积极性是不行的。现在很多企业把提高薪酬和奖金作为主要激励员工的一种法宝。但是，仅靠提高员工的收入就能发挥的激励作用吗泰勒主义的出现使得企业管理从盲目的经验主义走向更科学方向的步伐。将泰勒主义运用到薪酬系统的设计中，主要是基于如下认识激励工人更努力、更好地工作的最大的动力是工人赚取更多金钱的欲望。甲公司是一家家电制造业上市公司，在80年代末公司引进国外先进技术，生产线的引进，以及国外先进的生产管理经验，跳转到成为知名品牌家电
49、行业。随着企业发展，员工的收入“上升”，在当地生活水平较高的情况下，作为一个企业是非常可取的。随着企业的发展，一个多元化的公司已经产生，集团母公司组建的A1，A2两间附属公司。A1附属公司继续生产原有产品，A2的附属公司新产品的生产，这两个相对独立的附属公司，发展自己。近两年，市场形势的变化，A1是劣质产品滞销，企业亏损，员工的收入水平呈现下降趋势子公司在同一时间内，在职职工不高，较大规模的损失核心员工，企业希望通过的努力以扭转局势，但困难很大。A2公司的产品是非常强劲的销售势头，企业效益良好，工作人员逐渐增加收入。然而，在A2的内部有员工士气不旺，动机不高，人才和人员，尤其是对业务骨干严重损失限制了企业的进一步发展，吸引力不足。在这种情况下，之间的两个子公司的收入水平一定的差异，为什么会有类似的问题一个公司决定为他们支付聘请专业管理咨询公司咨询诊断。管理咨询公司发现，自从开办附属公司后，在发展过程中的工作人员在A1，A2的附属子公司的管理理念和管理制度，薪酬制度的设计等意识形态都很相近，因此，虽然两子公司是独立的，但却有类似的薪酬结构，只有在收入水平之间的差距较大，所以在不同的市场条件下的两个公司，公司效益都很差。关于在深入研究公司的薪酬体系已经表明在两个子公司，有一个共同的最大的问题是公平分配，这是最大影响原因。首先也是最重要的问题是收入不平等的内部分配。内部不
