????與韜?；輴偟恼{(diào)查相呼應(yīng)，丹尼爾斯也認(rèn)為，公司管理者應(yīng)該想辦法改進(jìn)自己的工作，確保員工“能夠明確績(jī)效與獎(jiǎng)勵(lì)之間的直接關(guān)系。應(yīng)該向員工解釋清楚獲得獎(jiǎng)金應(yīng)該達(dá)到的具體目標(biāo)，以及公司會(huì)如何確定額外薪酬的金額等。”

????他補(bǔ)充道，如果你的目標(biāo)是留住明星員工，“用獎(jiǎng)金來表達(dá)善意不會(huì)有任何效果。讓員工感受到每天都被善待，自己的出色表現(xiàn)也獲得了褒獎(jiǎng)，這比每年領(lǐng)一張獎(jiǎng)金支票更能培養(yǎng)員工的忠誠(chéng)度。”正如筆者認(rèn)識(shí)的一位殼牌石油（Shell Oil）高管所說：“趕著去參加派對(duì)，卻在路上挨了一頓揍，誰(shuí)還會(huì)有心情去慶祝呢？”

????譯者：劉進(jìn)龍/汪皓

????Echoing Towers Watson's research, Daniels says that managers need to start doing a better job of making sure employees "can draw a direct line between performance and reward. Explain exactly what people have to do to earn a bonus, and how the available amount of extra compensation is determined."

????If your goal is to keep your stars from quitting, he adds, "Using bonuses to create good will won't work. Being treated well every day and being praised for excellent performance is far more likely to foster loyalty than getting a check once a year. As a Shell Oil executive I once knew put it, 'It's hard to celebrate when you've been beaten up on the way to the party.'"