Here’s an age-old management conundrum: who should be rewarded for high performance, and how? As Diane Coyle, the economist and former adviser to the UK Treasury, recently observed in this newspaper, the answer to the question is usually self-serving. Simple and easily monitored jobs, such as flipping burgers, are natural candidates for performance incentives. Yet somehow it’s the inhabitants of the C-suite who tend to pick up bonuses, despite the fact that their complex, hard-to-measure jobs are poorly suited to the crude nature of performance-related pay.
有一道古老的管理学难题：业绩好应当奖励谁，如何奖励？正如manbetx20客户端下载 学家、英国财政部前顾问黛安•科伊尔(Diane Coyle)不久前在英国《金融时报》上撰文指出的那样，这个问题的答案通常是利己的。简单并容易监控的工作，比如煎汉堡，是天然适合采用绩效激励的。然而不知为何，领奖金的往往却是高管们，尽管他们的复杂、难以度量的工作与绩效工资的粗糙性非常不吻合。