*Employee Loyalty Can't Be Purchased(金钱难以购买员工忠诚度)

pinksun

We cannot continue to listen to the simplistic and incomplete economic arguments that if we just pay people right they will be as creative and committed and hard working as we want them to be. What Carty and CEOs of all types must do is create organizations where people find meaning, purpose and belongingness. People become deeply committed when their organization pursues a vision to make real and important differences in the world. Making a profit, by itself, is not enough. Most of us want to make a lasting and positive difference in society. Making money may play a part in this process, but for most people there must be something more. People also need a place where they can find purpose, where they have ability to make meaningful and important contributions to that vision. When we feel like a small cog in a great big machine it's hard to muster pride in one's work and true loyalty to the machine. And finally, most of us want to work with group of people who are all striving to achieve big, challenging and significant goals. We need to be a part of such a group where we can find a sense of belonging. We need to know that we are valued, honored, and cared for. We need a place where we really matter. The essence of true organizational leadership is creating meaning, purpose and belongingness. And, you cannot simply pay for this. Carty's claim that he needed the bonuses and pensions to retain his top managers suggests he did not understand how to build real loyalty. It suggests that he missed the opportunity to help all of his employees find and live out their passions at work. Yet when we examine companies that have achieved and sustained the highest levels of performance, the common denominator is that they were places where true loyalty was the cornerstone of their success. - Matt Bloom is an associate professor of management at the University of Notre Dame. END

pinksun

simplistic 过分单纯化的 incomplete 不完全的，不完善的 belongingness 归属感 pursue 追赶，继续，从事 contribution 贡献 cog （机器的）嵌齿 muster 集聚，集合 strive to 努力，奋斗 bonus 奖金，红利 sustain 维持，持续 cornerstone 基础

pinksun

对于支付理想的报酬能否让员工产生预期的创新、效忠及努力的工作，这一简单抽象且尚不完善的经济学理论我们姑且不去讨论；Carty以及所有企业的CEO必须要做的是创建一个让员工能找到工作意义、目标以及归属感的企业组织。 员工更愿为追求真实而重要的社会价值作为远景的企业效忠。企业自身能够盈利是不够的；我们绝大多数都会希望能在社会上产生持续、积极的作用。对于大部分人来说，挣钱只是其中的一部分，却是不足够的。 员工更需要一个能找到自身目标的组织，一个自己能为该组织远景奉献重要价值的职场。如果我们感觉自己只是宏伟机器中不起眼的一个嵌齿，我们很难在工作中感到自豪，更不会对机器产生真正的忠诚。 最后，大部分员工更乐意与那些为宏伟、有挑战性和重要意义目标奋斗的团队共事。我们希望成为杰出团队中的一员，并找到归属感。我们要证实自己是有价值、被尊敬和关怀的。我们需要在团队中显得相对重要一些。 正确的组织领导者首先要建立的是组织的价值、目标和归属；而且不能仅用金钱来建立。Carty 认为奖金和养老金可以留住高层管理者，说明他并不了解如何去建立真正的员工忠诚度。且说明了他错失一个帮助雇员在工作中找到并释放激情的机会。当我们考察那些保持极佳工作状态的企业时，我们发现其中共同的特点，即他们的成功都是建立在员工忠诚的基石之上。

我爱书

谢谢分享

moonduke

成功都是建立在员工忠诚的基石之上