薪酬管理外文翻译-------绩效薪酬的致命缺陷.doc
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薪酬管理外文翻译-------绩效薪酬的致命缺陷,many corporate boards, responding to shareholder and public pressure, are designing pay-for-performance plans to hold ceos accountable. but there is often a cru...
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Many corporate boards, responding to shareholder and public pressure, are designing pay-for-performance plans to hold CEOs accountable. But there is often a crucial flaw in such schemes: They don’t pay for performance with integrity.
The omission—evident from compensation committee reports in top companies’ proxy statements—is striking. Corporations, after all, face unceasing pressures to make the numbers by bending the rules, and an integrity miss can have catastrophic consequences, including indictments, fines, dismissals, and collapse of market capitalization. Furthermore, performance with integrity creates the fundamental trust—inside and outside the company—on which corporate power is based.
A board should explicitly base a defined portion of the CEO’s cash compensation and equity grants on his or her success in handling the foundational task of fusing high performance with high integrity at all levels of the company. Why don’t boards do that? They may be uncertain about the meaning of integrity and how to assess its integration into financial performance.
迫于股东和公众压力，许多公司董事会都在努力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。
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。
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。
那么，董事会要设计重操守的绩效薪酬制，第一步要做的就
The omission—evident from compensation committee reports in top companies’ proxy statements—is striking. Corporations, after all, face unceasing pressures to make the numbers by bending the rules, and an integrity miss can have catastrophic consequences, including indictments, fines, dismissals, and collapse of market capitalization. Furthermore, performance with integrity creates the fundamental trust—inside and outside the company—on which corporate power is based.
A board should explicitly base a defined portion of the CEO’s cash compensation and equity grants on his or her success in handling the foundational task of fusing high performance with high integrity at all levels of the company. Why don’t boards do that? They may be uncertain about the meaning of integrity and how to assess its integration into financial performance.
迫于股东和公众压力，许多公司董事会都在努力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。
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。
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。
那么，董事会要设计重操守的绩效薪酬制，第一步要做的就
