許多企業(yè)總管花了很多時(shí)間建立薪資制度，但是不論是資 深員工還是新進(jìn)員工，都抱怨連天，甚引起嚴(yán)重的管理問(wèn)題。到底是因?yàn)槭裁矗棵绹?guó)斯坦福大學(xué)菲佛近期發(fā)表文章認(rèn)為：這是因?yàn)樵S多人不了解薪資，落入了陷阱。他進(jìn)一步指出企業(yè)常犯的六大薪資錯(cuò)誤。

Many managers spend a lot of time to establish the salary system, but both senior employees and new employees complain about it, and even cause serious management problems. What's the reason? According to a recent article published by Stanford University, many people fall into the trap because they don't know about salary. He further pointed out six common salary mistakes made by enterprises.

誤區(qū)一：勞動(dòng)成本占相當(dāng)大的比重

Mistake 1: labor cost accounts for a large proportion

雖然在某些情況下，的確如此，但是勞工成本在總成本中的比重，會(huì)因?yàn)楫a(chǎn)業(yè)與企業(yè)不同，而有很大的差異，可是許多經(jīng)理卻認(rèn)為勞工成本是大支出。其實(shí)勞工成本只是眾多成本項(xiàng)目中，能立即調(diào)整的項(xiàng)目而已。

Although it is true in some cases, the proportion of labor cost in the total cost will vary greatly because of the difference between industries and enterprises. However, many managers think that labor cost is a big expenditure. In fact, labor cost is just one of the many cost items that can be adjusted immediately.

誤區(qū)二：勞動(dòng)成本不等于員工工資

Mistake 2: labor cost is not equal to employee's salary

勞工工資是勞工薪資總數(shù)除以工作時(shí)間。勞工成本則要考慮生產(chǎn)力，也就是企業(yè)付給員工的薪資，換得多少產(chǎn)出。如果將勞工工資與勞工成本看成同一件事，將會(huì)導(dǎo)致許多管理上的錯(cuò)誤。

Labor wage is the total labor wage divided by working hours. Labor cost should consider productivity, that is, how much output the enterprise pays its employees. If we regard labor wage and labor cost as the same thing, it will lead to many management mistakes.

誤區(qū)三：削減勞動(dòng)成本只需要降低員工每小時(shí)的工資即可

Mistake 3: to reduce labor costs, we only need to reduce the hourly wages of employees

其實(shí)，勞工成本是包含薪資與生產(chǎn)力兩項(xiàng)因素的函數(shù)關(guān)系，如果要降低成本，就要同時(shí)考慮這兩個(gè)因素。不過(guò)，通常降低勞工工資，反而會(huì)導(dǎo)致勞工成本上升。

In fact, labor cost is a function of salary and productivity. If we want to reduce the cost, we should consider these two factors at the same time. However, generally lower wages will lead to higher labor costs.
               

誤區(qū)四：針對(duì)個(gè)人表現(xiàn)給予適當(dāng)獎(jiǎng)勵(lì)

Mistake 4: give appropriate rewards for individual performance

許多研究顯示，用給予個(gè)人獎(jiǎng)勵(lì)這樣的方式，提高員工業(yè)績(jī)并不是有效的方法。因?yàn)獒槍?duì)個(gè)人表現(xiàn)給予適當(dāng)獎(jiǎng)勵(lì)這樣的獎(jiǎng)勵(lì)方式反而會(huì)傷害團(tuán)隊(duì)表現(xiàn)、鼓勵(lì)短期目標(biāo)，甚導(dǎo)致大家覺(jué)得薪資與表現(xiàn)無(wú)關(guān)，而是跟個(gè)人關(guān)系與逢迎拍馬有關(guān)。

Many studies have shown that it is not an effective way to improve employee performance by giving individual rewards. Because giving appropriate rewards for individual performance will hurt team performance, encourage short-term goals, and even lead people to think that salary has nothing to do with performance, but has something to do with personal relationship and flattery.

誤區(qū)五：有效且持久的利器是降低勞動(dòng)成本

Myth 5: the effective and lasting weapon is to reduce labor costs

其實(shí)降低勞工成本是不可靠、不能持久的競(jìng)爭(zhēng)方式。相較之下，提升品質(zhì)、加強(qiáng)服務(wù)、改進(jìn)產(chǎn)品與流程，創(chuàng)新、科技領(lǐng) 先，都是競(jìng)爭(zhēng)對(duì)手更難模仿、更難超越的競(jìng)爭(zhēng)手段。

In fact, reducing labor costs is an unreliable and unsustainable way of competition. In contrast, improving quality, strengthening service, improving products and processes, innovation and leading technology are more difficult for competitors to imitate and surpass.

誤區(qū)六：沒(méi)薪水誰(shuí)會(huì)干

Myth 6: who will do without salary

有勞動(dòng)就得有酬金，沒(méi)薪水的工作員工是不干的。員工工作當(dāng)然是要獲得報(bào)酬，但是在利益的報(bào)酬外，還需要從工作中得到生命的意義與興趣。企業(yè)如果不了解這一點(diǎn)，支付員工薪資就像賄賂員工，雖然有付出，但是得不到忠心與向心力。

If there is work, there must be remuneration. Employees without salary will not do it. Of course, employees work to get paid, but in addition to benefits, they also need to get the meaning and interest of life from work. If enterprises don't understand this, paying employees' salaries is like bribing employees. Although they pay, they can't get loyalty and centripetal force.

了解這六大誤區(qū)后，企業(yè)應(yīng)該怎樣建立好的薪資獎(jiǎng)勵(lì)制度有了眉目：要從區(qū)分勞工工資與勞工成本著手。要了解影響企業(yè)競(jìng)爭(zhēng)力的是勞工成本，而不是勞工工資。而且勞工成本可以不是總成本中比重很大的項(xiàng)目。除此之外，企業(yè)管理者也要了解，薪資與獎(jiǎng)勵(lì)只是許多管理工具之一，企業(yè)管理者完全可以運(yùn)用其他工具，提升向心力、團(tuán)隊(duì)合作業(yè)績(jī)。

After understanding these six misunderstandings, how to establish a good salary reward system for enterprises has an eye: first of all, we should start from the distinction between labor wages and labor costs. We should understand that it is labor costs, not labor wages, that affect the competitiveness of enterprises. Moreover, the labor cost may not be a large proportion of the total cost. In addition, enterprise managers should also understand that salary and reward are just one of many management tools. Enterprise managers can use other tools to improve centripetal force and team cooperation performance.