乘今天有时间,把全文翻译如下:
Many managers are influenced by dangerous myths about pay that lead to counterproductive decisions about how their companies compensate employees. One such myth is that labor rates, the rate per hour paid to workers, are identical with labor costs, the money spent on labor in relation to the productivity of the labor force.
This myth leads to the assumption that a company can simply lower its labor costs by cutting wages. But labor costs and labor rates are not in fact the same: one company could pay its workers considerably more than another and yet have lower labor costs if that company’s productivity were higher due to the talent of its workforce, the efficiency of its work processes, or other factors. The confusion of costs with rates persists partly because labor rates are a convenient target for managers who want to make an impact on their company’s budgets. Because labor rates are highly visible, managers can easily compare their company’s rates with those of competitors. Furthermore, labor rates often appear to be a company’s most malleable financial variable: cutting wages appears an easier way to control costs than such options as reconfiguring work processes or altering product design.
The myth that labor rates and labor costs are equivalent is supported by business journalists, who frequently confound the two. For example, prominent business journals often remark on the “high” cost of German labor, citing as evidence the average amount paid to German workers.
The myth is also perpetuated by the compensation- consulting industry, which has its own incentives to keep such myths alive. First, although some of these consulting firms have recently broadened their practices beyond the area of compensation, their mainstay continues to be advising companies on changing their compensation practices. Suggesting that a company’s performance can be improved in some other way than by altering its pay system may be empirically correct but contrary to the consultants’ interests. Furthermore, changes to the compensation system may appear to be simpler to implement than changes to other aspects of an organization, so managers are more likely to find such advice from consultants palatable. Finally, to the extant that changes in compensation create new problems, the consultants will continue to have work solving the problems that result from their advice.
很多经理们在对工资支付上受荒谬想法的影响,在对如何补偿工人的问题上会做出不利于生产的决定。其中一个荒谬的想法是把劳动力价格--每小时付给工人的价格,等同于劳动力成本--花在劳动力上的钱和劳动力的生产力之间的关系。
这个荒谬的想法导致了这样一种假设,一个公司能简单地通过降低工人工资来降低劳动力成本。但是劳动力成本和劳动力价格事实上不是一回事。一个公司可以付给自己员工的工资比另一个公司高得多,但是却有着较低的劳动力成本,如果那个公司有能干的工人们,高效率的工作程序,或者其他因素,使公司的生产力比较高的话。成本和价格的混淆部分是因为对经理们来说,想要压缩公司的预算的话,劳动力价格是比较容易瞄准的目标。因为劳动力价格是非常显而易见的,经理们非常容易拿来和其他竞争对手公司的价格作比较。而且,劳动力价格常常是一个公司里比较有弹性的财务变量:相对于重新修改工作程序和改变产品设计等选择项来说,砍掉工资看来是比较容易的方法来控制成本。
商业编辑们支持这种把劳动力价格和劳动力成本等同的荒谬说法。 他们常常把两者混淆。比如说,主流的商业期刊上常常把德国劳动力标志为“高”成本,用来证明付给德国工人的平均工资高。
这个谬论也被补偿咨询公司所延续着。他们这样做是出于他们自己的利益。首先,即使一些这样的咨询公司近来拓展了他们的业务,但是他们主要的业务还是继续给公司作一些改变补偿方式的一些策略。从经验上来说咨询公司应该建议公司采用不改变工资系统,而改变公司的业绩的方式是正确的,但是这样做和那些咨询公司本身的利益不符。而且,在补偿系统上做些改变看上去比改变公司其他方面要容易执行, 所以经理们都比较喜欢从咨询公司那里得到这样的建议。最后,对目前的补偿系统采取的变化会导致一些新问题产生,那些咨询家们又可以继续有工作,就是解决那些由于他们的建议而导致的问题。
关于文章中提到的咨询公司给那些要控制成本的公司提的建议,本文作者暗示了什么?
A.那些建议常常没有给公司的补偿系统带来预期的效果
C. 那些建议往往是降低了劳动力价格而升高了劳动力成本
我又看了一下文章,我还认为C是对的。补偿咨询公司的工作是做工资方面调整的建议的,如果说提高公司业绩等等就不是他们的业务了,他们当然不会提出那样的建议。他们的建议就是来调整补偿系统,而这一点是经理们也愿意看到的,因为这个比较容易做到。所以A是错误的,与其效果是比较容易得到的。
C是隐含的意思,但是从文章第一和第二段都能看出来补偿系统的调整和成本调整的区别和关系。
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