Adequate communication is essential

充分的沟通对于解决与股权相关的问题至关重要，尤其是因为利润可能因员工无法控制的原因而萎缩。在无尾礼服批发商吉姆的正式服装店，每个仓库的工人在每年的第二，第三和第四季度将设施利润的3％分配出去。如果公司达到客户满意度的目标，则员工每年还可赚取高达1200美元的奖金。每个月，每个仓库的管理人员都要检查该设施的业务绩效，将当前年度与上一年以及年度目标进行比较。每周，员工都会参加团队会议，讨论改善下周绩效的方法，例如降低成本或减少错误。26每周和每月的会议为员工提供了教育机会，并使他们参与决策。<br><br>鉴于利润共享计划的局限性，一种策略是将其用作薪酬系统的组成部分，其中包括与个人行为更直接相关的其他类型的薪酬。这样可以提高员工对组织目标的承诺，同时解决对公平性的担忧。<br><br>股份所有权<br>利润共享计划旨在鼓励员工“像所有者一样思考”，而股权计划实际上使员工成为组织的所有者。像利润共享一样，员工拥有权旨在鼓励员工专注于整个组织的成功。股权激励作为一种奖励形式，其缺点类似于利润共享（参见“人力资源部！”）。具体而言，它可能不会对个人的动机产生重大影响。员工可能看不到他们的行为与公司的股价之间有密切的联系，尤其是在大型组织中。薪水与绩效之间的联系更加难以理解，因为财务收益主要来自于出售股票（通常是当员工离开组织时）。所有权计划通常采用股票期权或员工持股计划的形式。这些在图13.4中说明。

Adequate communication is essential for addressing issues related to equity, especially because profits can shrivel for reasons beyond employees’ control. At Jim’s Formal Wear, a tuxedo wholesaler, workers at each warehouse split 3% of the facility’s profits in the second, third, and fourth quarter of each year. Employees also can earn up to $1,200 per year in bonuses if the company meets goals for customer satisfaction. Every month, managers at each warehouse review the facility’s business performance, comparing the current year with the previous year and with the year’s goals. Every week, employees gather in team meetings to discuss ways to improve the next week’s performance, such as reducing costs or errors.26 The weekly and monthly meetings provide opportunities to educate employees and involve them in decision making.<br><br>Given the limitations of profit-sharing plans, one strategy is to use them as a component of a pay system that includes other kinds of pay more directly linked to individual behavior. This increases employees’ commitment to organizational goals while addressing concerns about fairness.<br><br>Stock Ownership<br>While profit-sharing plans are intended to encourage employees to “think like owners,” a stock ownership plan actually makes employees part owners of the organization. Like profit sharing, employee ownership is intended as a way to encourage employees to focus on the success of the organization as a whole. The drawbacks of stock ownership as a form of incentive pay are similar to those of profit sharing (see “HR Oops!”). Specifically, it may not have a strong effect on individuals’ motivation. Employees might not see a strong link between their actions and the company’s stock price, especially in larger organizations. The link between pay and performance is even harder to appreciate because the financial benefits mostly come when the stock is sold—typically when the employee leaves the organization. Ownership programs usually take the form of stock options or employee stock ownership plans. These are illustrated in Figure 13.4.

充分的沟通对于解决与公平相关的问题至关重要，特别是因为利润可能因员工无法控制的原因而缩水。在Jim's Formal Wear，一家燕尾服批发商，每个仓库的工人在每年的第二、第三和第四季度分享工厂利润的3%。如果公司达到顾客满意的目标，员工每年也可以获得1200美元的奖金。每个月，每个仓库的经理都会对工厂的经营业绩进行评估，将本年度与上一年度以及本年度的目标进行比较。每周，员工都会召开团队会议，讨论如何提高下周的绩效，例如降低成本或减少错误。26周会和月会提供机会，教育员工并让他们参与决策。<br>考虑到利润分享计划的局限性，一种策略是将其作为薪酬体系的一个组成部分，包括与个人行为更直接相关的其他类型的薪酬。这增加了员工对组织目标的承诺，同时解决了对公平性的担忧。<br>股权<br>虽然利润分享计划旨在鼓励员工“像所有者一样思考”，但持股计划实际上使员工成为组织的一部分所有者。与利润分享一样，员工所有权也是鼓励员工关注组织整体成功的一种方式。股票所有权作为一种激励性薪酬形式的弊端与利润分享的弊端相似（参见“HR Oops！”). 具体来说，它可能不会对个人的动机产生强烈的影响。员工可能看不到他们的行为与公司股价之间的紧密联系，尤其是在大公司。薪酬和绩效之间的联系更难被理解，因为财务收益主要来自于当员工离开公司时出售股票的情况。所有权计划通常采取股票期权或员工持股计划的形式。如图13.4所示。