一：盲目認為金錢激勵可以解決一切問題
1： Blindly believing that monetary incentives can solve all problems
在企業中，采用單純性的金錢激勵并不一定能收到很好的激勵效果。例如，對于那些經常加班的技術員或經常出差的業務員而言，他們希望抽出更多的時間陪伴家人或自我放松。物質或金錢的需求只是員工多樣化需求的一種類型，且對多數員工而言，這種需求并非是首要的。
In enterprises, using simple monetary incentives may not necessarily receive good incentive effects. For example, for technicians who often work overtime or business people who often travel, they want to spend more time with their families or relax themselves. Material or financial needs are only one type of diverse needs of employees, and for most employees, such needs are not primary.
當金錢已經滿足了個人的需求時，員工的內在需求就會更加的偏向自我價值的體現，這也符合馬斯洛需求論的原理。
When money has satisfied individual needs, employees' internal needs will be more biased towards the embodiment of self worth, which also conforms to the principle of Maslow's needs theory.
二：認為企業戰略和員工行為與激勵無關
2： Believing that corporate strategy and employee behavior have nothing to do with motivation
企業進行
山東股權激勵計劃制定的目的并非為了評估個人績效，更深的目的在于激勵員工產生良好的工作行為，讓員工產出更高的績效來。從大多數企業激勵計劃制定的現狀來看，存在兩個方面的認識誤區：
The purpose of the Shandong equity incentive plan formulated by enterprises is not to evaluate individual performance, but rather to motivate employees to generate good work behavior and achieve higher performance. From the current situation of the formulation of incentive plans in most enterprises, there are two misunderstandings:
其一，認為激勵計劃首要考慮的因素是確保企業戰略發展規劃順利實施，員工的需求應從屬于企業發展宏觀目標；其二，認為激勵只是滿足個人利益的一種有效手段，對企業員工的長遠發展無實質性的影響。
Firstly, it is believed that the primary consideration of incentive plans is to ensure the smooth implementation of enterprise strategic development plans, and that the needs of employees should belong to the macro objectives of enterprise development; Secondly, it is believed that motivation is only an effective means to meet personal interests and has no substantive impact on the long-term development of employees.
三：激勵方式過于單一
3： The incentive method is too single
目前很多企業談到激勵，老板們大多數的做法都是發獎金，這種做法非常的單一。從長遠的角度看來，并不能形成一個多元化的激勵系統，而且還會引起員工的利益主義。
At present, many enterprises talk about incentives, and most of the methods used by bosses are to issue bonuses, which is very simple. From a long-term perspective, it cannot form a diversified incentive system, and it will also lead to employee profitism.
四：激勵強度和彈性度過低
4： Low excitation intensity and elasticity
企業現行的一些激勵模式，因力度小、彈性低而不能有效地激發人才的產出比，尤其是不能較好地凸顯管理者的顯性價值。目前，很多企業都意識到了一個積極性強的團隊與無積極性的團隊相比，能給企業帶來的價值有多大。所以，很多企業都在開始學習激勵的機制模式，擺脫傳統的管控約束模式，讓激勵模式來管理人才、激勵人才。
Some current incentive models in enterprises cannot effectively stimulate the output ratio of talents due to their low strength and flexibility, especially in highlighting the explicit value of managers. Currently, many enterprises have realized how much value a highly motivated team can bring to the enterprise compared to a non motivated team. Therefore, many enterprises are starting to learn incentive mechanism models, breaking away from traditional control and constraint models, and letting incentive models manage and motivate talents.
五：激勵方式缺乏層次性
5： Lack of hierarchy in incentive methods
按馬斯洛的需求層次理論，一味采取低層次的激勵方式或采用不符合員工心理需求的激勵方式，都無法起到有效的激勵效果。現實中，企業管理者在制定激勵計劃之時，很少考慮到不同年齡層次員工的內心需求，終限制了柔性激勵效果的發揮。
According to Maslow's hierarchy of needs theory, blindly adopting low-level incentive methods or adopting incentive methods that do not meet the psychological needs of employees cannot have an effective incentive effect. In reality, when formulating incentive plans, enterprise managers rarely consider the inner needs of employees at different ages, ultimately limiting the effectiveness of flexible incentives.
六：激勵強度和彈性度過低
6： Low excitation intensity and elasticity
從現實情況來看，企業現行的一些激勵方式仍不能有效地激發人才的效能，尤其是不能較好地凸顯管理者的價值。目前，很多企業都認識到了專業性人才的作用，并競相提高人才引進的花費。但這種攀比式的激勵方式產生的效用有限，一方面可能挫傷原來員工的積極性，另一方面引入的人才又會因為別的企業開出更高的薪酬而流失。
Judging from the reality, some of the current incentive methods in enterprises still cannot effectively stimulate the effectiveness of talents, especially cannot better highlight the value of managers. Currently, many enterprises have recognized the role of professional talent and are competing to increase the cost of talent introduction. However, the effectiveness of this competitive incentive method is limited. On the one hand, it may dampen the enthusiasm of original employees, and on the other hand, the talents introduced will be lost due to higher salaries offered by other enterprises.
The relevant content of the six misunderstandings before and after the implementation of equity incentive has been explained in place. Thank you for your careful reading and hope to bring you new understanding and ideas. If there is anything else that you do not understand, welcome to come here http://www.lfttpm.com Consult and learn!
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