天使钢铁之翼多少钱:英文翻译!

Avoid incentive pay.
Incentive pay can be used to influence employee behavior. However, it is certain that any benefits gained in the short-term will be more than lost in the long-term. It is people's nature to look at what you are doing for them today. What you did for them in the past is quickly forgotten. That may not be the way it should be -- but that's the way it really is.
You can use incentives to trigger a short-term burst of output. But be assured that the next time such a burst is required, the reward will no longer be looked at as an "incentive" -- but as an "expected". Worse, if such a burst becomes not required in the normal course of events, your employees will -- wholly unconsciously -- see that such a burst does become required.

Pay to get out extra product at the end of an accounting period, and you'll get out extra at the end of every accounting period. That's what you're telling them you want. Of course, if you look at the numbers, you'll find that you're shipping a bit less during the accounting period!

There are strong believers in incentive pay -- especially in sales. I've enjoyed over the years listening to sales managers extol their incentive systems. But listening closely, year to year, what I really hear is what was wrong with their last system and why their new system will be the greatest thing since sliced bread. Sure it will!

Avoid long-term employees.
Conventional wisdom admires companies who have retained employees for many years. That wisdom is wrong! A good employee is a good employee only so long as he is stimulated, challenged -- and learning.
Trying to retain employees after they've stopped learning is bad for the employee and bad for the company. Bad for the employee because they've stopped "growing" -- stopped improving their unique value in the job market. Bad for the company because it stifles the flow of new ideas, new insights, new views of the changing business environment.