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1、TheFatalFlawinPayforPerformance绩效薪酬的致命缺陷by BenW.Heineman,Jr.小本杰明·海涅曼Manycorporateboards,respondingtoshareholderandpublicpressure,aredesigningpay-for-performanceplanstoholdCEOsaccountable.Butthereisoftenacrucialflawinsuchschemes:Theydon’tpayforperformancewithintegrity.迫于股东和公众压力,许多公司董事会都在努力
2、建立与业绩挂钩的薪酬体系,以期CEO们恪尽职守。但是,此类薪酬体系往往存在一个致命缺陷:仅关注业绩,而忽略了操守。Theomission—evidentfromcompensationcommitteereportsintopcompanies’proxystatements—isstriking.Corporations,afterall,faceunceasingpressurestomakethenumbersbybendingtherules,andanintegritymisscanhavecatastrophicconsequences,includingin
3、dictments,fines,dismissals,andcollapseofmarketcapitalization.Furthermore,performancewithintegritycreatesthefundamentaltrust—insideandoutsidethecompany—onwhichcorporatepowerisbased.从顶级公司股东委托书所附的薪酬委员会报告可以看出,这种忽略是显而易见的。毕竟,上市公司始终面临着完成业绩目标的巨大压力。为此,它们不惜违规违纪。然而,这种职业操守的缺失将导致各种灾难性后果,包括起诉纠纷、罚款赔付、解雇
4、免职以及市值暴跌。殊不知,操守与业绩并重,才能在公司内外赢得最基本的信任,而公司力量也只是建立在信任的基础之上。AboardshouldexplicitlybaseadefinedportionoftheCEO’scashcompensationandequitygrantsonhisorhersuccessinhandlingthefoundationaltaskoffusinghighperformancewithhighintegrityatalllevelsofthecompany.Whydon’tboardsdothat?Theymaybeuncertainab
5、outthemeaningofintegrityandhowtoassessitsintegrationintofinancialperformance.在公司各个层面上将高尚操守和卓越业绩相融合是CEO的基本任务,董事会应该在CEO的现金和股权报酬中划出一定比例,专门与CEO在上述任务上的表现挂钩。但董事会为何没有这样做呢?这可能是因为他们自己对操守的含义也并不确定,更不知道该如何考核职业操守与财务业绩的融合了。Page5of5Stepone,then,indesigningpayforperformancewithintegrityisusingthefollowin
6、gdefinition:Integrityisauniformcorporateculturewiththreeelements—robustadherencetoformalrules;adoptionofethicalstandardsthatareinthecompany’slong-termenlightenedself-interest;andemployeecommitmenttohonesty,candor,fairness,trustworthiness,andreliability.Steptwoisfortheboardtoassesswhethert
7、heCEOhasinfusedhighperformancewithhighintegrity.Theboardcandothatbyansweringthefollowingquestions,usinghardanalyticsaswellastheboardmembers’ownjudgment.那么,董事会要设计重操守的绩效薪酬制,第一步要做的就是引入操守概念:操守是全公司的统一文化,有三个要素组成——坚决遵守正式的规章制度;采用符合公司长远利益同时又不损害他人利益的伦理标准;员工要承诺做到诚实坦率、公平公正、可信可靠