給員(yuan)工(gong)發固定(ding)(ding)工(gong)資是(shi)利大還(huan)是(shi)弊大？首(shou)先，員(yuan)工(gong)拿著固定(ding)(ding)工(gong)資，不可能(neng)會自(zi)動(dong)自(zi)發的(de)工(gong)作(zuo)，因為干(gan)與不干(gan)，干(gan)多干(gan)少，干(gan)好干(gan)壞一個(ge)樣。加薪要(yao)等(deng)一年(nian)以上，員(yuan)工(gong)必定(ding)(ding)會缺乏熱情和(he)高意(yi)愿，難(nan)以發揮出自(zi)己(ji)*的(de)價值，這也是(shi)對人(ren)(ren)才和(he)人(ren)(ren)效的(de)*浪費。這種損(sun)失不只體現在老板身上，員(yuan)工(gong)本人(ren)(ren)也是(shi)受害者。
因為當(dang)你拿著是固定工(gong)(gong)(gong)(gong)(gong)(gong)(gong)資，你的(de)價值得(de)不(bu)(bu)(bu)(bu)到(dao)充分的(de)體現，老(lao)板肯定不(bu)(bu)(bu)(bu)愿(yuan)意給你發(fa)高(gao)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)資。如果(guo)(guo)加工(gong)(gong)(gong)(gong)(gong)(gong)(gong)資得(de)不(bu)(bu)(bu)(bu)到(dao)增值的(de)結(jie)果(guo)(guo)，老(lao)板也不(bu)(bu)(bu)(bu)愿(yuan)意給你多(duo)加工(gong)(gong)(gong)(gong)(gong)(gong)(gong)資。就(jiu)好像魚(yu)和(he)熊掌(zhang)不(bu)(bu)(bu)(bu)可兼得(de)的(de)道(dao)理一(yi)樣，員工(gong)(gong)(gong)(gong)(gong)(gong)(gong)得(de)到(dao)了相(xiang)對穩定的(de)安(an)全感，那么就(jiu)會失去薪(xin)酬的(de)增長性和(he)激(ji)(ji)勵性。當(dang)然對于(yu)老(lao)板而言，手上有(you)(you)兩種(zhong)管(guan)理的(de)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)具，一(yi)是管(guan)控(kong)，二是激(ji)(ji)勵。面對固定工(gong)(gong)(gong)(gong)(gong)(gong)(gong)資是缺乏激(ji)(ji)勵的(de)更多(duo)的(de)手段(duan)自然有(you)(you)管(guan)控(kong)，這就(jiu)意味著老(lao)板每天要(yao)盯著員工(gong)(gong)(gong)(gong)(gong)(gong)(gong)干活，早開會，晚請示，增加各種(zhong)檢(jian)視、指導和(he)督促的(de)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)量。如果(guo)(guo)老(lao)板眼里都是過(guo)程和(he)細節，根本無法得(de)到(dao)真正的(de)解放，老(lao)板一(yi)定要(yao)懂得(de)做到(dao)一(yi)手收(shou)錢，一(yi)手分錢。有(you)(you)的(de)時候不(bu)(bu)(bu)(bu)是給的(de)激(ji)(ji)勵越多(duo)，員工(gong)(gong)(gong)(gong)(gong)(gong)(gong)越有(you)(you)激(ji)(ji)情。有(you)(you)的(de)時候不(bu)(bu)(bu)(bu)是給的(de)激(ji)(ji)勵越高(gao)，員工(gong)(gong)(gong)(gong)(gong)(gong)(gong)的(de)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)熱情就(jiu)能達到(dao)期望。
傳統(tong)的(de)(de)激(ji)(ji)(ji)勵(li)可以分(fen)為三種方式，控(kong)制型激(ji)(ji)(ji)勵(li)、單一(yi)(yi)(yi)激(ji)(ji)(ji)勵(li)以及(ji)單向激(ji)(ji)(ji)勵(li)。這些激(ji)(ji)(ji)勵(li)的(de)(de)總體特征都是(shi)(shi)企業提(ti)出目(mu)(mu)標、標準、條(tiao)件，以激(ji)(ji)(ji)勵(li)方式員(yuan)工(gong)如果能(neng)夠做(zuo)(zuo)到獲(huo)得(de)達成，就能(neng)獲(huo)得(de)相應的(de)(de)激(ji)(ji)(ji)勵(li)。如果想將(jiang)員(yuan)工(gong)的(de)(de)熱(re)情與目(mu)(mu)標綁得(de)更緊，就必須(xu)讓(rang)員(yuan)工(gong)投入資(zi)金或(huo)者是(shi)(shi)更多的(de)(de)資(zi)源，做(zuo)(zuo)到了目(mu)(mu)標就會得(de)到更高的(de)(de)獎勵(li)。如果做(zuo)(zuo)不到目(mu)(mu)標，自己也會有所(suo)(suo)損失。通過擴(kuo)大交換利益，實現雙向的(de)(de)激(ji)(ji)(ji)勵(li)。好(hao)的(de)(de)管理一(yi)(yi)(yi)定是(shi)(shi)以激(ji)(ji)(ji)勵(li)為主，監控(kong)為輔的(de)(de)，這樣才(cai)能(neng)激(ji)(ji)(ji)發員(yuan)工(gong)信任的(de)(de)力量。所(suo)(suo)以好(hao)的(de)(de)老板一(yi)(yi)(yi)定要懂(dong)得(de)分(fen)錢，而且會激(ji)(ji)(ji)勵(li)。一(yi)(yi)(yi)手(shou)收錢，一(yi)(yi)(yi)手(shou)分(fen)錢，才(cai)能(neng)讓(rang)員(yuan)工(gong)高度(du)的(de)(de)融入企業。
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