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.
有一道古老的管理學難題：業績好應當獎勵誰，如何獎勵？正如經濟學家、英國財政部前顧問黛安?科伊爾(Diane Coyle)不久前在英國《金融時報》上撰文指出的那樣，這個問題的答案通常是利己的。簡單并容易監控的工作，比如煎漢堡，是天然適合采用績效激勵的。然而不知為何，領獎金的往往卻是高管們，盡管他們的復雜、難以度量的工作與績效工資的粗糙性非常不吻合。
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