"Incentive programs aren’t automatic performance generators. . . they can even backfire and be counterproductive when they don’t work out in the fashion intended”    

本書揭露了激勵機(jī)制是一把雙刃劍（pro and con）,用電影《一代宗師》里話概況：做羹要講究火候。火候不到，眾口難調(diào)，火候過了，事情就焦。所以不要以為績效為王，不信看看索尼之死，是績效推動了索尼之鼎盛，還是拖垮了其落寞？

Historically we have used safety awards as carrots for worker safety. Most times these focus on workers staying injury free, not on worker safety participation. It’s forthese reasons that these injury-free based award programs have mixed results.

本書通過對傳統(tǒng)大棒加胡蘿卜的激勵管理方式;不一而足 。很多時候，的確可以防止員工發(fā)生事故，但往往缺少員工們的參與。

Participation based awards are different. When used, they can change the perceptions destructive to safety award programs. That is, they bring a halt to the reward systems that depend on not having injuries and instead focus on involvement.

與基于事故管理的獎懲模式不同，基于參與安全建設(shè)的激勵機(jī)制會改變?nèi)藗儗Π踩恼J(rèn)知，強(qiáng)調(diào)參與度。在《人民的名義》里區(qū)長孫連城的“無過便是功”“多做多錯、少做少錯、不做不錯”的思想被黨媒定義為懶政者。由此可見作者的觀點(diǎn)還是技高一籌。

“Clearly, punishments are harsher and more overt. . . but rewards simply control through seduction rather than by force. In the final analysis, they are not one bitless controlling since, like punishments, they are typically used to induce or pressure people to do things they would not freely do - or rather, things that the controller believes they would not freely do”

作者的觀點(diǎn)很明確，懲罰不易，因?yàn)樘幜P習(xí)慣于勸導(dǎo)或迫使員工做自己不想做的事情，或雇主認(rèn)為他們應(yīng)該做卻沒做的事兒。而獎勵更難。因?yàn)楠剟羁空T導(dǎo)，而非強(qiáng)制。

“People’s interest in doing what they are doing typically declines when they are rewarded for doing it. . .scores of other studies confirmed this conclusion”

獎勵對興趣是一種迫害，改變了人類的行為動機(jī)，尤其是物質(zhì)獎勵。

“Consider the countries typically cited as competitors of the United States. Japan and Germany. . . rarely use incentives and other behaviorist tactics to induce people to do a better job”

典型代表：美國、日本和德國這些國家在勸導(dǎo)人們做好本職工作時，幾乎不是靠激勵手段或其它行為學(xué)伎倆的。

小編給本文作者打個五星。

“The greatest management conceit is that we can motivate people. Wecan’t. Motivation is there, inside people. . . the greatest managerial cynicism is that workers are withholding a certain amount of effort that must be bribed from them by means of various incentives, rewards, contests or merit pay programs. . . the greatest waste of managerial time is spent trying to manipulate people’s minds and infuse motivation into them”

千萬不要相信，我們可以激勵他人，按照我們的意圖控制他人，灌輸我們的思想，這只會浪費(fèi)時間與精力。可以看看之前小編的這篇永遠(yuǎn)不要試圖叫醒那個裝睡的人。

“Individual incentive plans provide a good example of an attempt to control behavior The practical logic of incentives is that people want money, and that they will work harder to get it”

激勵計(jì)劃會為他人樹立模范作用，很多制定者認(rèn)為，錢可以幫助他們實(shí)現(xiàn)讓員工更賣力的工作。

Incentive plans do not take account of several other well-demonstrated characteristics of behavior in the business setting. . .

如果你也認(rèn)同，那就該好好拜讀一下。。。作者說：扯淡，不是錢的事兒。

Safety incentive programs should focus on the “process” rather than the

“outcomes” Reward people for what they do - risk reducing behaviors or correct, safe behaviour. 

本文作者指出應(yīng)看過程，而不能以成敗論英雄。獎勵那些對風(fēng)險(xiǎn)降低或采取正確的安全的人員。

The intent must not be to control people, but to help them control their own behavior for the safety of themselves and others. This is why the terms such as behavior modification, discipline and enforcement are

inappropriate. They carry the connotation of outside control. The bottom line is that behavior is motivated by consequences that are obvious and immediate”

小編認(rèn)為下面這句話，在理。不要總想著控制他人，而是幫助他們對自己的以及他人的行為負(fù)責(zé)。強(qiáng)調(diào)“對事而不對人” 的工作作風(fēng)，對那些倡導(dǎo)行為改變、依靠紀(jì)律和強(qiáng)制措施的做法不屑一顧。《孫子兵法》有云：上兵伐謀，其次伐交，其次伐兵，其下攻城。所以通過顯性和直接的結(jié)果判斷人們的行為方式是否被激勵，是不可取的，