Can Raising Salary Improve Your Work Efficiency?

< p > < a href= "http://www.91se91.com/news/index_c.asp >" boss < /a >, they are always having a headache for their work efficiency.

The topic of strike and pay rises suddenly hit the news version, and the pay value became more subtle.

In this 10 person survey of efficiency, it may be different from what is generally believed, half of them feel that raising salary is not effective for improving work efficiency.

Those who are always eyeing the wages and bonuses are not confident in their salary requirements when they think they are inefficient or fairly efficient.

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< p > some people who voted against the company added a few notes to this end.

Zhu Lianchen is the general manager of Golla Asia division of Finland digital accessories company. He is responsible for developing the Chinese mainland market. "Most people will feel that they need to raise their pay because they do not yet meet the standards they deserve.

I wouldn't say that if you give me a raise, I can work harder. "

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"P" or "negative argument" - an architect of Ocean Real Estate bluntly said, "a pay increase may not bring about efficiency improvement. No increase in salary will bring about a reduction in efficiency."

He added, "reason, you know."

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< p > the most hopeless research result in the world is that there is no clear connection between < a href= "http://www.91se91.com/news/index_c.asp" > salary measures < /a > and performance.

In the Good to Great, the research team of Jim Collins (Jim Collins) reluctantly declared this point.

But there are performance appraisal systems and performance commissions in the world.

A company in the United States stipulates that 65% of the salesperson's salary is royalty and there is no upper limit on the commission they can get.

So a salesman named Charles Twain was frightened every day. When he received relatives to attend his son's baptism ceremony, he still did not forget to call the customer, and he left the shop during a family barbecue dinner to discuss business with his client.

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< p > it's simply not wonderful.

It is indeed easier to measure workload indicators in the case of individual efforts to determine performance.

But today's work usually requires teamwork.

The dependence of success on personal effort has been reduced, and the measurement of personal effort, even if possible, has become more complicated.

In this case, pay based on performance often appears unfair and arbitrary, which results in dispel the enthusiasm of the staff rather than motivating them.

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< p > in the extraordinary years when Jobs led a group of talents to develop apple Mcintosh, there were also days to measure the amount of work calculated by the number of command lines written weekly.

But one genius has always pursued a more concise and effective command line as one of life goals.

He calculated that he could reduce his command by 2000 lines in a week, so he wrote "-2000" on the worksheet and handed it in.

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< p > no one ever asked him to fill out the form again.

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Less than P, this arrogant behavior is of course not replicable, because chicken blood is in his blood.

Incentive compensation is a very effective stimulant when performance can be balanced and depends mainly on individual efforts.

But when the subjectivity of the performance measurement is high and the work is done by the team (which is the prevailing situation in the current working environment), the incentive salary < a href= "http://www.91se91.com/news/index_c.asp" > validity < /a > will be reduced.

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< p > however, for companies or employees, how to find an effective way to improve their performance is really a major topic in the workplace.

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