许多企业总管花了很多时间建立薪资制度，但是不论是资 深员工还是新进员工，都抱怨连天，甚引起严重的管理问题。到底是因为什么？美国斯坦福大学菲佛近期发表文章认为：这是因为许多人不了解薪资，落入了陷阱。他进一步指出企业常犯的六大薪资错误。

Many managers spend a lot of time to establish the salary system, but both senior employees and new employees complain about it, and even cause serious management problems. What's the reason? According to a recent article published by Stanford University, many people fall into the trap because they don't know about salary. He further pointed out six common salary mistakes made by enterprises.

误区一：劳动成本占相当大的比重

Mistake 1: labor cost accounts for a large proportion

虽然在某些情况下，的确如此，但是劳工成本在总成本中的比重，会因为产业与企业不同，而有很大的差异，可是许多经理却认为劳工成本是大支出。其实劳工成本只是众多成本项目中，能立即调整的项目而已。

Although it is true in some cases, the proportion of labor cost in the total cost will vary greatly because of the difference between industries and enterprises. However, many managers think that labor cost is a big expenditure. In fact, labor cost is just one of the many cost items that can be adjusted immediately.

误区二：劳动成本不等于员工工资

Mistake 2: labor cost is not equal to employee's salary

劳工工资是劳工薪资总数除以工作时间。劳工成本则要考虑生产力，也就是企业付给员工的薪资，换得多少产出。如果将劳工工资与劳工成本看成同一件事，将会导致许多管理上的错误。

Labor wage is the total labor wage divided by working hours. Labor cost should consider productivity, that is, how much output the enterprise pays its employees. If we regard labor wage and labor cost as the same thing, it will lead to many management mistakes.

误区三：削减劳动成本只需要降低员工每小时的工资即可

Mistake 3: to reduce labor costs, we only need to reduce the hourly wages of employees

其实，劳工成本是包含薪资与生产力两项因素的函数关系，如果要降低成本，就要同时考虑这两个因素。不过，通常降低劳工工资，反而会导致劳工成本上升。

In fact, labor cost is a function of salary and productivity. If we want to reduce the cost, we should consider these two factors at the same time. However, generally lower wages will lead to higher labor costs.
               

误区四：针对个人表现给予适当奖励

Mistake 4: give appropriate rewards for individual performance

许多研究显示，用给予个人奖励这样的方式，提高员工业绩并不是有效的方法。因为针对个人表现给予适当奖励这样的奖励方式反而会伤害团队表现、鼓励短期目标，甚导致大家觉得薪资与表现无关，而是跟个人关系与逢迎拍马有关。

Many studies have shown that it is not an effective way to improve employee performance by giving individual rewards. Because giving appropriate rewards for individual performance will hurt team performance, encourage short-term goals, and even lead people to think that salary has nothing to do with performance, but has something to do with personal relationship and flattery.

误区五：有效且持久的利器是降低劳动成本

Myth 5: the effective and lasting weapon is to reduce labor costs

其实降低劳工成本是不可靠、不能持久的竞争方式。相较之下，提升品质、加强服务、改进产品与流程，创新、科技领 先，都是竞争对手更难模仿、更难超越的竞争手段。

In fact, reducing labor costs is an unreliable and unsustainable way of competition. In contrast, improving quality, strengthening service, improving products and processes, innovation and leading technology are more difficult for competitors to imitate and surpass.

误区六：没薪水谁会干

Myth 6: who will do without salary

有劳动就得有酬金，没薪水的工作员工是不干的。员工工作当然是要获得报酬，但是在利益的报酬外，还需要从工作中得到生命的意义与兴趣。企业如果不了解这一点，支付员工薪资就像贿赂员工，虽然有付出，但是得不到忠心与向心力。

If there is work, there must be remuneration. Employees without salary will not do it. Of course, employees work to get paid, but in addition to benefits, they also need to get the meaning and interest of life from work. If enterprises don't understand this, paying employees' salaries is like bribing employees. Although they pay, they can't get loyalty and centripetal force.

了解这六大误区后，企业应该怎样建立好的薪资奖励制度有了眉目：要从区分劳工工资与劳工成本着手。要了解影响企业竞争力的是劳工成本，而不是劳工工资。而且劳工成本可以不是总成本中比重很大的项目。除此之外，企业管理者也要了解，薪资与奖励只是许多管理工具之一，企业管理者完全可以运用其他工具，提升向心力、团队合作业绩。

After understanding these six misunderstandings, how to establish a good salary reward system for enterprises has an eye: first of all, we should start from the distinction between labor wages and labor costs. We should understand that it is labor costs, not labor wages, that affect the competitiveness of enterprises. Moreover, the labor cost may not be a large proportion of the total cost. In addition, enterprise managers should also understand that salary and reward are just one of many management tools. Enterprise managers can use other tools to improve centripetal force and team cooperation performance.