激励薪酬 incentive compensation

激励薪酬也叫可变薪酬、诱惑薪酬或业绩薪酬，是指员工在达到了某个具体目标或绩效水准或创造某种盈利后所增加的薪酬收入部分，它是以员工、团队或者组织的短期或长期绩效为依据而支付给员工个人或团体的薪酬。相对于基本薪酬而言，激励薪酬具有一定的可变性，经营者薪酬实施的前提是业绩考核，而激励薪酬是和业绩密切联系在一起的。因此，它对员工的激励作用更强。

激励薪酬的形式包括奖金等短期激励薪酬，也包括股权、期权、利润分享等长期激励薪酬。激励薪酬对员工积极性有很大的影响，由于激励薪酬是额外的薪酬给付，同时不具有普遍性，当激励薪酬增加的时候，员工的积极性通常会因受到激励而提高。

Incentive compensation is a form of variable compensation in which a salesperson’s (or other employee’s) earnings are directly tied to the amount of product they sell, the success of their team, or the organization’s success. Incentive compensation management is the strategic use of incentives to drive better business outcomes and more closely align sales rep behavior with the organization’s goals. Incentives can be structured in multiple ways, including straight commissions, bonuses, prizes, “spiffs,” awards, and recognition. A company’s incentive compensation plans must align to corporate goals but maintaining this alignment can be difficult.

例句1

To optimize individual salespeople’s earnings and advance a company’s sales goals, incentive compensation plans must be developed using cross-functional data. They must be managed to assess the impact of potential changes on the rest of the business. A connected compensation solution is invaluable for both of these activities. By ensuring all stakeholders have access to the same real-time data, a connected compensation platform allows incentive compensation plans to remain responsive to changes as they occur.

为了优化单个销售人员的收入并推进公司的销售目标，必须使用跨职能数据制定激励薪酬计划。必须对它们进行管理，以评估潜在变化对企业其他部分的影响。互联薪酬解决方案对这两项活动都非常重要。通过确保所有利益相关方都可以访问相同的实时数据，互联薪酬平台允许激励薪酬计划随时响应变化。

例句2

An incentive compensation plan offers employees cash or non-cash compensation on top of their base salary. This type of plan is formulated to motivate employee performance or the accomplishment of a targeted achievement.

激励薪酬计划为员工提供除基本工资之外的现金或非现金薪酬。这种类型的计划旨在激励员工的绩效或实现目标。

例句3

There can be various reasons employees might not be motivated or enthusiastic about coming to work. Employees may lack opportunities, face boredom, or feel they are receiving insufficient benefits. Acknowledging such reasons can boost employee motivation and increase the company’s productivity. Monetary incentives and rewards excite employees, making them feel appreciated. Overall, incentive compensation improves morale and helps organizations in achieving their goals.

员工可能因为各种各样的原因而对工作缺乏动力或热情。员工可能缺少机会，感到无聊，或者觉得他们没有得到足够的福利。承认这些原因可以提高员工的积极性，增加公司的生产力。金钱激励和奖励让员工兴奋，让他们感到被赏识。总的来说，激励薪酬提高了士气，有助于组织实现目标。

例句4

Incentive compensation refers to a category of compensation methods where a salesperson's pay is at least partially and directly connected to their individual sales efforts, the revenue they generate, their team's success, or the success of their company as a whole.

激励薪酬是指一类薪酬方法，在这类方法中，销售人员的薪酬至少部分直接与他们的个人销售努力、他们创造的收入、他们团队的成功或他们公司的整体成功挂钩。

相关知识拓展：

激励薪酬的分类

按不同的分类方法，通常把激励薪酬分为：

(1)个人激励薪酬与团队激励薪酬。个人激励薪酬主要以员工个人绩效表现为依据而支付的薪酬，主要包括计件制、计时制和绩效工资。团队激励薪酬是以团队或组织的绩效为依据而支付的薪酬，主要包括利润分享计划、斯坎隆计划、鲁卡尔计划以及股票所有权计划。

(2)短期激励薪酬和长期激励薪酬。短期激励薪酬是与某个项目或某个受时间约束的目标相联系的薪酬，如绩效工资、盈利分享；长期激励薪酬关注的是组织总体和长远的效益，是针对组织作出长期贡献的人的一种激励薪酬方式，如股票期权。

激励薪酬存在的两面性矛盾

激励薪酬的两面性，是指薪酬对员工激励时难以调和的正负两个方面的影响。激励薪酬的两面性分为：

(1)个人与团体的矛盾。爱德华兹·戴明将企业的效益原因分为两种：普遍原因和个体原因。然而，过分激励个人会使奖励显得非常随意，过于推崇英雄主义，致使团队合作意识差，共同协作能力下降。无论多么优秀的个体仍然无法取代团体的力量。在注重团队建设时，团队所取得的业绩也往往容易将个人行为弱化，平庸者搭便车的现象会比较严重。奖励团体时，容易产生“绝对平均主义”，惩罚团队时又会出现“集体背黑锅”，难以责任到人。因此，在设计薪酬制度时，如何协调个人与团体的关系，既激励个人潜能又保证团队效用最大化，这是一个重要的平衡问题。

(2)员工之间的矛盾。即某种奖励可能会挫伤那些未能得到奖励的人的积极性。比如，培训的名额是有限的，有得到机会的，就有失去机会的，而失去机会的人往往会心理失衡，对工作产生负面影响。因此，激励薪酬的作用远远没有人们预想的那么大，而且，奖励尤其是物质奖励具有不易满足且过后即忘的特性，奖励的价值很快便会消失。这样极易导致奖励金额一升再升，引发员工之间互相攀比，形成恶性循环，不但达不到激励效果，反而会削减企业的凝聚力。