????他說：“激勵(lì)本來是蘿卜,，但在這種情況下卻更像是大棒,。”激勵(lì)的危險(xiǎn)在于,，員工會(huì)帶著薪酬被扣除的恐懼心理去工作,，從而導(dǎo)致對(duì)獎(jiǎng)勵(lì)機(jī)制的負(fù)面、而不是正面看法,。比爾指出,，要想讓員工對(duì)獎(jiǎng)勵(lì)機(jī)制形成正面的看法，公司的領(lǐng)導(dǎo)者必須制定清晰的目標(biāo),，然后讓員工明白，實(shí)現(xiàn)這些目標(biāo)會(huì)使他們更有機(jī)會(huì)得到晉升或股票期權(quán),。

????“發(fā)薪水時(shí),，應(yīng)該讓員工覺得這是在感謝他們?yōu)楣舅鞒龅呢暙I(xiàn)”比爾說?！斑@就是股票期權(quán)的價(jià)值所在,，這就是分紅的價(jià)值所在。通過這些松散的掛鉤機(jī)制,，我們可以使員工明白,，他們也是這個(gè)集體的一部分。這是一種截然不同的心理,?！?/p>

????比如，斯普林特（Sprint）就采用了松散掛鉤的獎(jiǎng)勵(lì)機(jī)制,。這家公司沒有將高管薪酬與環(huán)保項(xiàng)目直接掛鉤,，但企業(yè)責(zé)任通信官馬可?維爾布魯根?蘭德在郵件中寫到，該公司里的一些部門在調(diào)整員工薪酬時(shí)會(huì)考慮許多不同的因素,，而可持續(xù)性就是其中之一。斯普林特CEO丹?海塞曾說,，他希望斯普林特的環(huán)保計(jì)劃能使該公司有別于電信行業(yè)里激烈的競(jìng)爭(zhēng)對(duì)手,。

????現(xiàn)在，越來越多的企業(yè)都加入了環(huán)保的行列,?！拔也徽J(rèn)為這種情況只是曇花一現(xiàn)，”美世咨詢公司的瓦格納說,?！拔蚁耄嗟钠髽I(yè)和投資者正開始關(guān)注除了財(cái)務(wù)風(fēng)險(xiǎn)之外的其他風(fēng)險(xiǎn)。我們已經(jīng)看到越來越多的公司都發(fā)布了自愿可持續(xù)性報(bào)告,?！?/p>

????不過，在環(huán)保到底有何意義的問題上,，企業(yè),、股東和消費(fèi)者仍然有一些疑惑。美國(guó)鋁業(yè)公司屬于歷來最不環(huán)保的行業(yè)之一,，而其薪酬激勵(lì)方法正是試圖為這樣一家公司設(shè)定積極的目標(biāo),。但問題是，在采用這種方法的公司里,，員工是否會(huì)真心支持環(huán)保,，或者正如比爾擔(dān)心的那樣，員工是否會(huì)局限于數(shù)字,，結(jié)果只見樹木，不見森林,，反倒忽視了大局,。或者就美國(guó)鋁業(yè)公司來說,，忽視了對(duì)鋁土礦的開采。

????譯者：千牛絮

????"An incentive is a carrot, but it works like a stick," he says. The risk in incentives is that employees will act out of fear that their pay will be docked, which creates a negative instead of positive rewards system. A positive rewards system, Beer says, would require leaders at a company to outline clear goals and then communicate how meeting those goals could result in an increased chance for a promotion or stock options.

????"You want to get the compensation to them in a way that's a recognition of their engagement with the company," Beer says. "That's the value of stock options, that's the value of profit sharing -- those are loosely coupled ways in which we remind people they are part of this community. It's just a whole different psychology."

????Sprint (S), for example, uses a loosely coupled reward system. The company does not tie executive pay directly to its environmental projects, but corporate responsibility communications officer Marci VerBrugge-Rhind wrote in an email that some of its departments use sustainability as one of many different elements it considers when it adjusts its staffers' salaries. And Sprint CEO Dan Hesse has been vocal about how he hopes Sprint's green initiatives will distinguish the company from its fierce telecom industry competitors.

????Increasingly, companies are getting on board with green movements. "I don't think it's a fad at all," says Mercer's Wagner. "I think more boards and more investors are starting to ask about risks beyond financial risks. We've seen more and more companies issuing voluntary sustainability reports," she says.

????Yet there is still some confusion among corporations, shareholders, and consumers about what sustainability truly means. Alcoa's incentive pay approach is one attempt to set aggressive goals for a player in one of the most historically un-green industries. The question is whether or not employees at companies that use this method truly support a green mentality, or, as Beer fears, narrow in on the numbers and wind up missing the forest for the trees. Or, in Alcoa's case, missing the mine for the bauxite.