1、原文USINGUTILITYTHEORYTOOPTIMIZEASALARYINCENTIVEPLANFORGRANTFUNDEDFACULTYJOINER,KEITHAMDALTHOUGHTHEPAYISNOTTHEONLYMEANSOFMOTIVATINGEMPLOYEES,MAYNOTBETHEBESTWAY,BUTITISAVERYIMPORTANTANDEASIESTWAYTOUSEFORTHESAME,DIFFERENTPAYMENTEQUALPAY,WILLPRODUCEDIFFERENTRESULTSSO,HOWTOACHIEVETHEMAXIMUMINCENTIVEEFFECT
2、ISAWORTHWHILEARTREMUNERATION,INCLUDINGWAGESANDBENEFITS,ITISTHEPEOPLEENTERINGTHELABORREMUNERATIONINTHEENTERPRISE,THEENTERPRISEMUSTPAYTHEHUMANCOST,BUTALSOTOATTRACTANDRETAINTALENTISONEIMPORTANTMEANSINTHEMODERNHUMANRESOURCEMANAGEMENT,SCIENTIFICANDEFFECTIVEEMPLOYEECOMPENSATIONSYSTEMHASBECOMETHEDRIVINGFOR
3、CEOFPROFESSIONALCONDUCT,BECOMEAKINDOFINTANGIBLEASSETSSURVIVALANDDEVELOPMENTOFENTERPRISESDEPENDSONTHEQUALITYOFPEOPLETHEMAINTASKOFHUMANRESOURCEMANAGEMENTISTHEPLANNING,DEVELOPMENT,SCIENTIFICMANAGEMENTOFHUMANRESOURCESTOACQUIRE,EXPLORETHEDEVELOPMENTOFENTERPRISESWHONEEDTHESKILLSANDPERFORMANCEREFLECTEDINTH
4、EPAYSYSTEMDESIGN,ISTOHAVEEMPLOYEESWITHWORKRELATEDSKILLS,KNOWLEDGEANDTHEIRACTUALPAYANDPAYLINKEDTOPROMOTE,MOTIVATESTAFFCONTINUOUSLYEXPANDTHEKNOWLEDGEANDSKILLSTOPLAYTHEIRDUEROLETHEINCENTIVETOMAKETHEBEST,ISCONDUCIVETOTEAMPERSONNELSTABILITY,THENEEDTOIMPROVEINCENTIVEPAY,WHILETHEINCREASEINTHESYSTEMFUNCTION
5、THEUSEOFCERTAINPRACTICALSKILLSHEREARESEVERALWAYSTOGIVEYOUSOMEINSPIRATIONINTHEFORMATIONOFANENHANCEDINCENTIVEPAYSTAFFFROMTHEINCENTIVEPOINTOFVIEW,THEPAYCANBEGENERALIZEDINTOTWOGROUPSTHOSEINHEALTHFACTORSORPHYSIOLOGICALFACTORS,SUCHASSALARY,FIXEDALLOWANCES,COMPULSORYSOCIALWELFARE,ANDOTHERWELFAREGROUPSTOSTI
6、MULATETHEINTERNALFACTORS,SUCHASABONUS,INCENTIVES,STOCKANDTRAININGIFYOUFACTORINTHEHEALTHOFEMPLOYEESLESSTHANEXPECTED,EMPLOYEESWILLFEELINSECURE,INPOORMORALE,BRAINDRAIN,ANDEVENLESSTHANTHEPHENOMENONOFRECRUITMENTONTHEOTHERHAND,DESPITETHEHIGHWAGESANDBENEFITSPROGRAMSTOATTRACTANDRETAINSTAFF,BUTTHESEAREOFTEND
7、IFFICULTTOPLAYINCENTIVESSTIMULATETHEWORKOFTHESTAFFCANREALLYMOBILIZETHEENTHUSIASMIFTHERIGIDWAGEABSCISSAIENONDENATUREDTOPAYTHEDIFFERENCETHATIS,PAYLEVELSINTHEDIFFERENCESBETWEENDIFFERENTPEOPLEISTHEVERTICALAXIS,CANBEDIVIDEDINTOFOURCATEGORIESCONSTITUTEREMUNERATION4QUADRANTFROMTHEINCENTIVEPOINTOFVIEW,THEMO
8、STSTRONGINCENTIVESSECONDQUADRANT,THEWEAKESTINCENTIVESORZEROMOSTSTIFFTHEFOURTHQUADRANTIFASTAFFISNOTENTHUSIASTIC,RELATIVELYLAZYSTAFF,INCENTIVESTOINCREASETHESTRENGTH,HIGHFLEXIBILITY,CANBEUSEDTOPAYMODEL,WHICHADDSASECONDQUADRANTFLOATINGSALARY/BONUS/COMMISSIONSTRUCTURE,REDUCETHERIGIDCOMPONENTSONTHECONTRAR
9、Y,THEUSEOFHIGHPAYINGSTABLEPATTERN,INTHEFIXEDPARTOFTHEWAGEINCREASEDESIGNEDTOACCOMMODATETHENEEDSOFEMPLOYEEBENEFITSPROGRAMSCOMPREHENSIVEWELFARESYSTEMTOATTRACTANDRETAINEMPLOYEESISVERYIMPORTANT,ITISASOUNDSYSTEMOFENTERPRISEISANIMPORTANTSYMBOLOFHUMANRESOURCESWITHTHEIMPROVEMENTOFLIVINGSTANDARDSWORKERS,PEOPL
10、EONWELFAREMOREANDMOREATTENTION,SUCHASTHEVARIOUSINSURANCEANDSUBSIDIESEMPLOYEESPAIDATTHISSTAGEJUSTHOWMUCHMONEYINFRONT,BUTMOREVALUEINTHEENTERPRISECANENJOYTHOSEBENEFITSWELFAREPROGRAMSDESIGNED,NOTONLYCANIMPROVEEMPLOYEELOYALTYTOTHECOMPANY,CANALSOBESAVEDINTHEPERSONALINCOMETAXONSPENDING,WHILEINCREASINGTHECO
11、MPANYSSOCIALREPUTATIONFORENTERPRISES,WELFAREISAHUGEEXPENDITUREWAGESINENTERPRISESACCOUNTEDFORMORETHAN30OFTOTAL,BUTINTERMSOFSTAFFNOTONTHEIRMOTIVATION,SOMEEMPLOYEESDONOTEVENUNDERSTANDTHEBESTWAYISTOUSETHEMENUOFBENEFITSTHAT,ACCORDINGTOTHECHARACTERISTICSANDSPECIFICNEEDSOFSTAFF,MADEANUMBEROFBENEFITS,TOFREE
12、CHOICE,ANDEVERYONEWHATHISGREATESTNEEDSTHISAPPROACHISDIFFERENTFROMTHETRADITIONALWELFAREPROGRAMUNIFIED,HIGHLYFLEXIBLE,VERYPOPULARWITHEMPLOYEESWELCOMEPAYATTENTIONTOTHESKILLSDIFFERENTPEOPLEUSEDIFFERENTINCENTIVEMECHANISMWELLKNOWNMASLOWMASLOWREQUIRESFIVELEVELSOFTHEORY,HUMANNEEDSAREDIVIDEDINTODIFFERENTCATE
13、GORIESASALOWLEVELOFWAGES,CANONLYMEETTHESECURITYNEEDSOFMOSTPEOPLETHESITUATIONISSTILLANABSOLUTEPRINCIPLELOWWAGECOMPANIES,EVENGOODCORPORATECULTUREISDIFFICULTTOKEEPPEOPLEHIGHLEVELPERSONNEL,HIGHERWAGESBUTIFTHELACKOFTRAININGANDDEVELOPMENTOPPORTUNITIES,BUTSTILLUNATTRACTIVECASHANDNONCASHCOMPENSATIONPAID,AND
14、INCOMBINATION,SOMETIMESYOUCANGETUNEXPECTEDRESULTSTHEFORMERINCLUDESSALARY,ALLOWANCES,BONUSES,REDPACKETSTOINCLUDEALLBUSINESSESTOPROVIDEINSURANCEBENEFITSFORSTAFF,THEKIND,THECOMPANYHELDTHETOURISM,CULTURE,SPORTSANDENTERTAINMENTACTIVITIESPROVIDESPECIALBENEFITSFOREMPLOYEES,WHOAREINVITEDTOPARTICIPATEINFAMIL
15、YHOLIDAYGATHERINGS,FAMILYMEMBERS,ESPECIALLYSOMEOFTHECOMPANY,THECOMPANYMADETOEMPLOYEESANDTHEIRFAMILIESTRAVELINGWITHSPECIALGIFTS,ANDGIFTTOTHECHILDREN,ETC,TOWORKSTAFFFEELSPECIALFACEINTHECOUNTINGOFVOTES,ONEFORCOSMETICBOXESMADEOFTWOCONCERTS,OFTENTHESTAFFEXTREMELYEXCITEDAPPROPRIATEINCENTIVESTOSHORTENTHETI
16、MEINTERVALROUTINETOMAINTAINTHETIMELINESSOFINCENTIVES,INCENTIVESTOHELPACHIEVETHEBESTRESULTSFREQUENTSMALLREWARDSOVERLARGESCALEINCENTIVESMOREEFFECTIVEINCENTIVESTOREDUCETHEGENERALSTAFFOFMORETOCOMEREGULARLY,IRREGULARADDITIONALPOWER,BUTALSOCANINCREASETHEINCENTIVEEFFECTINCENTIVEPAYMENTMETHODOFCHOICEPAYMENT
17、USUALLYINCLUDETIMELYPAYMENTS,BASEDONPERFORMANCE,SUCHASPAYMENTSTHEEFFECTISTHELACKOFINCENTIVEPAYONTIMETOINSPIREINEACHOFTHEPREVIOUSPAYINCREASEAFTERAPERIODOFREFLECTIONWHICHISUNSUSTAINABLEBUTITALSOHASOBVIOUSADVANTAGESASTABLEINCOME,ASENSEOFSECURITY,ANDMAINTAINANDPROMOTETHERECRUITMENTOFPEOPLE,EASYTOIMPLEME
18、NT,EASYTOPREDICTTHECOSTOFLABOR,WITHOUTNEGLECTINGTHEQUALITYOFOUTPUTPIECEWORKINCENTIVEPAYEMPLOYEESISVERYCLEAR,BUTITAPPLIESONLYTOTHENUMBEROFOUTPUTSEASILYMEASURED,ANDKNOWLEDGEOFTHEWORKINCLEARQUALITYSTANDARDSISVERYDIFFICULTTOWHITECOLLARWORKINMOSTINDUSTRIES,THEMOSTCOMMONLYUSEDISTIMELYPAYMENTITREQUIRESPRES
19、ETSPECIFICGOALSTARGETS,ORAFTERTHEENDOFTHEYEARBASEDONTHEACTUALWORK,WAGESORCOMMISSIONSFROMTHEFLOATINGRESULTSOFPERFORMANCEEVALUATIONCOMPLETEDDURINGTHEEXAMINATIONPERIODPAYFORPERFORMANCEBYTHETEAMPERFORMANCEANDTHEDECISIONBYTHETWOINDIVIDUALPERFORMANCESENIORPOSITIONS,OFTENASIMPORTANTPERFORMANCEINDICATORSLIN
20、KEDTOCORPORATEPROFITSANDWAGESASAFULLPAYLINKEDTOPERFORMANCECANBEQUANTIFIED,ITISMOREINCENTIVEANDFAIRNESSTHISMETHODREQUIRESAREASONABLEGOALSETTINGANDPERFORMANCEAPPRAISALSYSTEMTODOAGOODSUPPORTLINKEDTOPERFORMANCEMANAGEMENTANDINCENTIVEPAYINGENERAL,THEPERFORMANCEISTHEUNITBODYINAGIVENPERIODOFTIMECONTRIBUTION
21、TOTHEORGANIZATION,THISUNITCANBEINDIVIDUALORBODYGROUPSPAYISINVESTEDINTHEORGANIZATIONOFLABORREMUNERATION,THATORGANIZATIONMUSTPAYFORHUMANCAPITALITISPARTOFTHEEMPLOYMENTRELATIONSHIPASANEMPLOYEERECEIVEDTHERETURNANDTHEFINANCIALASPECTSOFSELFESTEEMNEEDS,ESPECIALLYINANINCREASINGLYCOMPLEXANDMATERIALISTICSOCIET
22、Y,PAYMOREANDMOREPROMINENTASASTATUSSYMBOLTHESOCALLEDPAYFORPERFORMANCEISTHEFINANCIALRETURNTOITSSUCCESSFULEMPLOYEEJOBPERFORMANCELINKSTOJOBPERFORMANCEASTHEBASISFOREMPLOYEECOMPENSATIONPERFORMANCEPAYISCONCERNEDABOUTTHEINDIVIDUALORINTERESTGROUP,ORCONCERNEDABOUTTHEEMPHASISONTEAMPERFORMANCE,BASEDONINDIVIDUAL
23、PERFORMANCEPERFORMANCEPAYATTENTIONTOTHEOBJECTIDENTIFIEDBYTHECORPORATECULTUREVALUESANDDIFFERENTSTAGESOFDEVELOPMENTSTRATEGIESANDOTHERFACTORS,SUCHASTHEPERFORMANCEMEASUREOBTAINEDFROMTHEINDIVIDUALLEVEL,EACHPERSONRECEIVEDPAYFORPERFORMANCEISBUILTONTHEBASISOFHISPERFORMANCE,INDIVIDUALPERFORMANCEINENTERPRISES
24、INTHEMAXIMUMEXPRESSIONISCONDUCIVETOSTRENGTHENINGPERSONALBEHAVIORANDRESULTS,BUTTHETEAMMAYNOTBEABLETOMEETTHEREQUIREMENTSANDMAXIMIZETEAMPERFORMANCEPERFORMANCEPAYCANALSOBEATEAMORUNITTOEACHEMPLOYEETOPROVIDEAGROUPPERFORMANCEPAY,WHICHISBASEDONTHETEAM,BUSINESSUNITORENTIREORGANIZATIONSPERFORMANCECANALSOBEMEA
25、SUREDBYTHEPERFORMANCEOFTHETEAMORUNITTODETERMINETHETOTALAMOUNTOFPERFORMANCEPAY,ANDTHENBASEDONINDIVIDUALPERFORMANCETODIVIDETHETOTALREMUNERATIONTOPERFORMANCE,EMPLOYEESRECEIVEPERFORMANCEPAYISBASEDONTHEIRPERFORMANCEHOWTHEPERFORMANCEOFTHEENTERPRISETOPAYANDPERFORMANCEPAYTOCREATETHELINK,THISLINKTHEREAREMANY
26、,ANDDIFFERENTCOMPANIESVARYWIDELYMAYINCLUDECOMMONPERFORMANCEPAY,PERFORMANCEBONUSESANDPERFORMANCEBENEFITS,INCLUDINGSTOCKOROTHERFORMSOFBENEFITSHARINGSCHEMEONTHEIMPLEMENTATIONOFPAYFORPERFORMANCEINTERMSOFDIFFERENTLEVELSOFEMPLOYEES,BUTALSOTHEREARESIGNIFICANTDIFFERENCES,COMPANIESCANPAYFORMANYDIFFERENTTYPES
27、OFPERFORMANCEPAY,SUCHASEMPLOYEESBECAUSEOFSALESGROWTH,YIELDIMPROVEMENT,TRAININGSUBORDINATES,COSTREDUCTION,ETC,AREPAYFORPERFORMANCEBUTGENERALLYSPEAKING,LONGTERMCORPORATEEXECUTIVESMAYBEMOREINCLINEDTOPAYFORPERFORMANCEINCENTIVES,ANDLOWERLEVELEMPLOYEESTENDTOSHORTTERMINCENTIVEPAYFORPERFORMANCEAND,ACCORDING
28、TODIFFERENTFORMSOFPAYMENTPROVIDETHEFREQUENCYOFDIFFERENTPAYFORPERFORMANCEMAYONCEAMONTHTOPAY,ITCOULDBEPAIDONCEAQUARTERORAYEARFORINFORMATIONABOUTJOBPERFORMANCEANDFINANCIALRETURNSDIRECTLYLINKEDTOPERFORMANCEREMUNERATIONTHATITCANBEINTERPRETEDFROMTHEEXPECTATIONSTHEORYEXPECTANCYTHEORYCANBEEXPRESSEDASTHEFOLL
29、OWINGFORMULAPOWERWORKVALENCEEXPECTATIONS,ITISABEHAVIORTHATDEPENDSONTHEINDIVIDUALSTRENGTHOFATENDENCYTOTHECONSEQUENCESOFCERTAINBEHAVIORANDTHERESULTSEXPECTEDSTRENGTHOFTHEATTRACTIONOFTHEACTORSWHENEMPLOYEESBELIEVETHATHARDWORKCANGETAGOODPERFORMANCEEVALUATIONRESULTS,ANDGOODPERFORMANCEEVALUATIONRESULTSCANME
30、ETTHENEEDSBROUGHTABOUTTHERETURN,HEWILLTENDMOREEFFORTTHEESTABLISHMENTOFLONGTERMINCENTIVELONGTERMINCENTIVECOMPENSATION,ALSOKNOWNASLONGTERMINCENTIVEPLAN,THEMAINMEANSMORETHANAYEARUSUALLY35YEARSTOEVALUATETHEPERFORMANCEOFPERIODICEMPLOYEEPERFORMANCEANDMOTIVATESTAFFACCORDINGLYPLANLONGTERMINCENTIVECOMPENSATI
31、ONOFENTERPRISESANDEMPLOYEES,AREOFGREATSIGNIFICANCELONGTERMINCENTIVECOMPENSATIONTOEMPLOYEESOFTHEORGANIZATIONSLONGTERMBENEFITSANDPERFORMANCELINKEDINCENTIVESTOCONSIDERLONGTERMPERFORMANCEFORTHEORGANIZATIONOFEMPLOYEES,TOAVOIDSHORTTERMEMPLOYEESLONGTERMINCENTIVECOMPENSATIONCANALSOFOSTERASENSEOFOWNERSHIPAND
32、HELPCOMPANIESRECRUITANDRETAINHIGHPERFORMANCEEMPLOYEES,ANDTHUSTHEACCUMULATIONOFLONGTERMCAPITALFORENTERPRISESANDLAYAGOODFOUNDATIONTHEMAINFORMOFLONGTERMINCENTIVECOMPENSATION,INCLUDINGBOTHCASHANDEQUITY,ANDTHENCANBEDIVIDEDINTOLONGTERMCASHPLANSANDLONGTERMEQUITYPLAN,THEFORMERCANBEDIVIDEDINTOCASHPROGRAM,EVE
33、NTRELATEDPLANSANDPERFORMANCEOVERLAPPLANSNOWSHARESTHELATTERCANBEDIVIDEDINTOPLANS,PROGRAMS,ANDOFTHESTOCKOPTIONPLANCOLLECTIVELYREFERREDTOASTHEEMPLOYEESTOCKOWNERSHIPPLANTHEUSEOFTHEOVERALLREMUNERATIONINTHEENTERPRISETHESOCALLEDOVERALLPAY,ISANENTERPRISEBASEDONTHEFULLPARTICIPATIONOFEMPLOYEES,THEESTABLISHMEN
34、TOFEACHEMPLOYEESREMUNERATIONPACKAGEOFDIFFERENTSYSTEMS,ANDONAREGULARBASISWITHTHEIRINTERESTSANDNEEDS,ANDMAKETHEAPPROPRIATECHANGES,THISISASELFSTYLEPAYSYSTEM,ALLEMPLOYEESCANFOLLOWTHEDEVELOPMENT,COORDINATIONOFWORKANDPERSONALLIFERATIOTODETERMINETHEIROWNREMUNERATIONPACKAGESANDACOMBINATIONOFTHERATIOOFTHEVAR
35、IOUSPAYELEMENTSTHEOVERALLPAYSYSTEM,ALSOKNOWNASABUFFETSTYLEREMUNERATIONPACKAGEISINTHECOMPANYANDEMPLOYEESTOCOMMUNICATETHEBASISOFFULLPAYUPTODETERMINETHEFORMOFEMPLOYEES,EDLAWLERSAIDNOTONLYREFERSTOTHEOVERALLPAYSYSTEMTOSHAREBUSINESSPROFITS,WAGESFORSKILLEDBASEDANDEMPLOYEEPARTICIPATION,BUTTHROUGHTHEPAYANDBE
36、NEFITSCASHANDNONCASHINSTRUMENTSTOHELPESTABLISHACOMPANYANDAPARTNERSHIPBETWEENEMPLOYEES,THEECONOMICBENEFITSTHECOMPANYDIRECTLYLINKEDWITHTHEIRSTAFFOVERALLPAY,ITISNOW,MOREANDMORETOTALCOMPENSATIONWASMENTIONEDTRUDEAUCHAPMANWILLBEDIVIDEDINTOL0COMPOUNDSSALARYBASICSALARY,ADDITIONALSALARY,REGULARINCOME,WELFARE
37、,SUBSIDIES,PROMOTIONOPPORTUNITIES,DEVELOPMENTOPPORTUNITIES,PSYCHOLOGICALINCOME,QUALITYOFLIFE,PERSONALFACTORSITISINTHECOMPANYANDEMPLOYEESTOCOMMUNICATETHEBASISOFFULLPAYUPTODETERMINETHEFORMOFEMPLOYEESTHEOVERALLPAYSYSTEMNOTJUSTMEANBUSINESSPROFITSHARING,SKILLSBASEDPAYANDEMPLOYEEPARTICIPATION,BUTTHROUGHTH
38、EPAYANDBENEFITSCASHANDNONCASHINSTRUMENTSTOHELPESTABLISHACOMPANYANDAPARTNERSHIPBETWEENEMPLOYEES,WILLCOMPANIESDIRECTLYLINKEDTOECONOMICBENEFITSANDTHEIRSTAFFCANBESEEN,THENEWCONCEPTOFPUTTINGMOREPAYFACTORSINTOACCOUNTNONMONETARYCOMPENSATIONSYSTEM,ANDFINANCIALINCENTIVESTOFURTHERWEAKENTHEPOSITIONFROMTHEABOVE
39、FOURSTAGESISNOTDIFFICULTTOSEETHATWORKERSFROMTHEINCENTIVEPAYHASBEENTHEKEYMEANSOFIMPROVINGEFFICIENCYHASBEENGRADUALLYWEAKENEDPOSITION,WHICHEARLIERONTHESAMEHIERARCHYOFNEEDSMASLOWSNOCOINCIDENCETHATACADEMICMEDICINE200479P652660译文使用效用理论来优化薪酬激励机制的体系乔伊纳，基思答尽管薪酬不是激励员工的唯一手段，可能也不是最好的方式，但它是一个非常重要和最容易运用的方法。对于相同的、
40、不同的支付方式相同的报酬，会产生不同的结果。那么，如何实现最大激励效果是一个值得探讨的艺术。薪酬包括工资和福利，它是员工在企业投入劳动的报酬，是企业必须付出的人力成本，也是企业吸引和保留人才的重要手段之一。在现代人力资源管理中，科学有效的薪酬体系已经成为员工职业行为的推动力，成为企业的一种无形资产。企业的生存和发展，取决于人的素质。人力资源管理的主要任务就是规划、开发、科学管理人力资源，以获取、发掘企业发展所需要的人的技能和业绩。反映在薪酬体系设计中，就是将员工具备的与工作相关的能力、知识及其实际付出与薪酬挂钩，以促进、激励员工不断拓展相关知识和技能，发挥应有作用。作出最佳的激励作用，有利于队
41、伍的人员稳定，有必要提高薪酬激励，同时在系统功能上的增加某些实际操作技能的运用。下面介绍几种方法可以给你一些灵感。在形成一个增强的薪酬激励因素工作人员从激励的角度看，广义的薪酬可分为两组在健康因素者（或生理因素），如工资，固定津贴，强制性社会福利，其他福利项目的内部团刺激因素，如作为奖金，奖励，股票，培训等。如果健康的因素比预期少的员工，员工会感到不安全，在士气低落，人才流失，甚至比招聘人员少的现象。另一方面，尽管高工资和福利计划，以吸引和留住员工，但这些往往难以发挥激励机制。刺激工作人员的工作才能真正调动积极性。如果刚性工资为横坐标（即非变性）支付差额（即支付在不同人员之间的水平差异）为纵坐
42、标，可分为四大类构成酬金（4象限）从激励的角度来看，最强的奖励第二象限，最弱的奖励或为零（最僵硬）第四象限。如果一个员工的工作并不热心，工作人员比较懒惰，激励以增加强度，高弹性，可用于支付模式，也就是增加了第二象限（浮动工资/奖金/佣金）结构，缩小刚性成分。相反，则采用高薪稳定的模式，在固定部分工资增加。设计适合员工福利项目的需求完善的福利制度，以吸引和留住员工是非常重要的，它是企业是否健全的系统的人力资源的一个重要标志。随着员工生活水平的提高，人们对福利越来越重视，例如各种保险和补贴。在这阶段员工对报酬不仅仅是在眼前的金钱多少，而是更加看重在企业能享受那些福利待遇。福利项目设计好，不仅可以提
43、高员工对公司的忠诚度，也可以保存在个人所得税上的支出，同时增加了公司的社会信誉。对企业而言，福利是一个庞大的开支（在企业占工资总额的30以上），但对工作人员而言不是对他们的激励，一些员工甚至不理解。最好的方法是使用菜单式福利，即根据员工的特点和具体需求，提出了一些福利项目，以便自由选择，每个人都最大需要他需要什么。这种方式不同于传统的福利计划统一，高度灵活，很受员工欢迎。注意支付的技巧对不同人员使用不同的激励机制。众所周知的马斯洛（马斯洛）需要五个层次理论，人类需求分为不同的类别。作为一个低水平的工资，只能满足了绝大多数人的保障需求状况，仍然是一个绝对的原则。低工资的公司，即使有良好的企业文化
44、也难以留人。高层次人才，工资较高但如果缺少培训和发展机会，但仍缺乏吸引力。现金和非现金支付的薪酬，并结合使用，有时还可以取得意想不到的效果。前者包括工资，津贴，奖金，“红包”，包括了所有企业提供保险福利的工作人员后，实物，公司举行的旅游，文化，体育娱乐活动。为员工提供特别的好处，如被邀请参加聚会的家庭成员的节日，家庭成员特别是一些公司，该公司提出对员工和他们的家人一起旅游的特殊礼物，给孩子们提供礼物等等，让工作人员感到特别“面子”。在点票，一个负责提出了两个化妆品盒音乐会，经常让员工兴奋极了。适当缩短常规奖励的时间间隔，保持激励的及时性，激励帮助实现最佳效果。频繁的小规模比大规模的奖励激励机制
45、更加有效。诱因来减少常规定期为员工更多的惊喜，不规则增加的动力，而且还可以增加激励效果。支付的激励方法的选择付款方式通常包括按时付款，根据表现，如支付款项。其效果是按时付款缺乏激励，激励是在对前一段时间后每年加薪反映，这是难以持久的。但它也有明显的优点稳定的收入，有安全感的，保持和促进人的招聘，便于实施，易于预测的劳动力成本，不忽视质量的产出量。计件薪酬激励员工是很清楚的，但它仅适用于产出数量容易计量，在与知识的工作明确的质量标准是非常困难的白领作品。在大多数行业中，最常用的是及时付款。它需要事先设定具体的工作目标（指标），在年底或后根据实际工作，从浮动工资或委托项目绩效评价结果考试期间完成。
46、绩效工资由团队业绩和由两部分决定的个人表现。高级职位，往往作为重要的性能指标与工资挂钩的企业利润。作为全薪挂钩，可量化的性能，它是更多的激励和公平性。这种方法需要一个合理的目标设定方法和良好的考绩制度做支撑。绩效管理与薪酬激励挂钩一般来说，绩效是指单位体在一个既定的时间内对组织的贡献，这个单位体可以是个人或者是团体；薪酬是指员工在组织中投入劳动的报酬，也即组织必须付出的人力资本。它是“雇员作为雇佣关系的一部分所得到的财务方面的回报和自我尊重的需要”，尤其在一个越来越复杂和物质化的社会里，薪酬作为地位的标志越来越突出；所谓绩效薪酬是指将员工的财务回报与其成功的工作绩效联系，以工作绩效作为员工报酬
47、的基础。绩效薪酬是关注个人还是关注团队，或在关注团队绩效的基础上注重个人业绩。绩效薪酬关注对象的确定受到企业文化价值观和不同发展阶段的战略等因素的影响，如绩效从个人层面上得到衡量，那么每个人得到的绩效薪酬是建立在他的绩效基础上的，个人绩效在企业中得到最大化体现，有利于强化个人的行为与结果，但可能不太能满足团队协作和最大化团队绩效的要求。绩效薪酬也可以通过向一个团队或单位的每个员工提供一种群体绩效薪酬，即基于团队、业务单位或整个组织的绩效。还可以先衡量团队或单位的绩效来确定绩效薪酬总额，然后依据员工个人绩效对绩效薪酬总额进行划分，员工获得的绩效薪酬是基于自身的绩效。表现为企业以怎样的薪酬支付来建
48、立与绩效的联系，这种联系有很多种，而且不同的企业差别很大。可能包括常见的业绩工资、业绩奖金和业绩福利，也包括股票或利益共享计划等形式。就实施绩效薪酬的不同层次员工来讲，也存在很大差别，企业可以支付许多不同类型的绩效薪酬，如员工可以因销售的增长、产量的提高、对下属的培养、成本的降低等而得到绩效薪酬；但一般来讲，企业高层可能更倾向于中长期绩效薪酬激励，而低层员工更倾向于短期的绩效薪酬激励；而且，依据不同的支付形式企业提供的绩效薪酬频率各不相同，可能是每月进行一次支付，也可能是季度或一年进行一次支付。有关将工作绩效与财务回报直接挂钩，即以绩效定薪酬这一点，可以从期望理论中获得解释。期望理论可以表达为
49、如下公式工作动力效价期望值，它认为一种行为倾向的强度取决于个体对某种行为带来的结果的期望强度以及该结果对行为者的吸引。当员工认为努力工作能获得好的绩效评价结果，而好的绩效评价结果又能带来满足需要的回报时，他就会倾向于多付出努力。长期激励的设立长期激励薪酬又称长期激励计划，主要指根据超过一年（通常是35年）的绩效周期来评定员工业绩并据此对员工进行激励的计划。长期激励薪酬对企业和员工来说，都具有十分重要的意义。长期激励薪酬把员工的收益与组织的长期绩效联系在一起，激励员工为组织长期绩效考虑，避免员工的短期行为。长期激励薪酬还能够培养一种所有者意识，有助于企业招募和保留高绩效的员工，从而为企业的长期资本积累打下良好的基础。长期激励薪酬的主要形式包括现金与股权两种，进而可分为长期现金计划和长期股权计划，前者又可分为项目现金计划、事件相关计划以及绩效重叠计划；后者则可以分为现股计划、期股计划以及期权计划（统称为员工持股计划）。整体薪酬在企业中运用所谓整体薪酬，是指企业在员工充分参与的基础上，建立每个员工不同的薪酬组合系统，并定期随着他们兴趣爱好和需求的变化，做出相应的变更，这是一种自主风格的薪酬制度，各个雇员可以按照事业发展、工作和个人生活的协调比率，决定自己的薪酬组合以及组合中各种薪酬元素的比例。整体薪酬体系又称为自助餐式的薪酬方案，是在公司和雇员充分沟通的基础上来确定雇员的
