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你是否想過(guò)，那些看似平凡的獎(jiǎng)金背后，可能隱藏著一場(chǎng)不見(jiàn)血的“戰(zhàn)爭(zhēng)”？這不是一場(chǎng)刀光劍影的戰(zhàn)爭(zhēng)，而是人際關(guān)系的微妙變化。設(shè)置績(jī)效獎(jiǎng)金的初衷無(wú)疑是積極的，它為員工的辛勤工作和卓越表現(xiàn)提供了經(jīng)濟(jì)上的獎(jiǎng)勵(lì)，從而激發(fā)了員工的工作熱情和創(chuàng)造力。然而，當(dāng)我們將目光轉(zhuǎn)向其潛在的負(fù)面影響時(shí)，卻發(fā)現(xiàn)了一個(gè)復(fù)雜且多面的現(xiàn)象。

在一項(xiàng)新研究中，BI挪威商學(xué)院教授Suzanne van Gils和她的研究同事Daniel Gl?ser，以及Niels Van Quaquebeke圍繞員工績(jī)效付薪、競(jìng)爭(zhēng)力和人際偏差之間的關(guān)系展開(kāi)了研究。他們發(fā)現(xiàn)，員工的績(jī)效以獎(jiǎng)金形式評(píng)價(jià)，雖然增加了他們的動(dòng)力，也可能引發(fā)一系列負(fù)面效應(yīng)。

想象一下，當(dāng)獎(jiǎng)金成為衡量?jī)r(jià)值的唯一標(biāo)準(zhǔn)，人們會(huì)不自覺(jué)地將同事視為競(jìng)爭(zhēng)對(duì)手。這種競(jìng)爭(zhēng)心態(tài)一旦被激活，那些原本友好的同事關(guān)系可能會(huì)變得緊張，甚至出現(xiàn)人際偏差行為，其中可能包括粗魯、職場(chǎng)霸凌、暴力、性騷擾等有害行為。是什么觸發(fā)了這種變化？為什么獎(jiǎng)金反而成了破壞團(tuán)隊(duì)合作的元兇之一？

研究人員進(jìn)行了一系列相互關(guān)聯(lián)的研究，通過(guò)在線(xiàn)科學(xué)服務(wù)平臺(tái)招募參與者，探索績(jī)效工資、競(jìng)爭(zhēng)力和人際偏差之間的關(guān)系。他們發(fā)現(xiàn)，接受獎(jiǎng)金的參與者表現(xiàn)出了對(duì)同事更高程度的人際偏差和更高的個(gè)人競(jìng)爭(zhēng)性。員工們之間因獎(jiǎng)金的設(shè)置變得更加具有攻擊性，并可能將彼此視為競(jìng)爭(zhēng)對(duì)手。而工作中的攻擊性會(huì)導(dǎo)致人們感受到更大的壓力、更高的離職率、降低的心理福祉和工作滿(mǎn)意度。

在競(jìng)爭(zhēng)激烈的職場(chǎng)環(huán)境中，人們很容易將工作視為一場(chǎng)“比賽”。為了取得勝利，有時(shí)會(huì)采取一些不利于團(tuán)隊(duì)和諧的行為。除了人際偏差的問(wèn)題外，績(jī)效獎(jiǎng)金還可能導(dǎo)致團(tuán)隊(duì)合作的削弱。當(dāng)員工將彼此視為競(jìng)爭(zhēng)對(duì)手時(shí)，合作和知識(shí)共享的動(dòng)力可能會(huì)被削弱，而這種削弱為企業(yè)帶來(lái)的經(jīng)濟(jì)損失是超出想象的。據(jù)估計(jì)，由于團(tuán)隊(duì)內(nèi)部的不和諧，每年給企業(yè)帶來(lái)的損失高達(dá)200億美元。

不可否認(rèn)的是，獎(jiǎng)金作為一種激勵(lì)機(jī)制有其存在的價(jià)值，但在實(shí)施過(guò)程中需要謹(jǐn)慎權(quán)衡其正反兩面影響。為表現(xiàn)良好的人提供獎(jiǎng)金作為獎(jiǎng)勵(lì)并不總是一個(gè)壞主意，競(jìng)爭(zhēng)也未必是壞事。但是，為員工的績(jī)效付薪會(huì)不斷使員工面臨衡量和比較，這是組織機(jī)構(gòu)和雇主在發(fā)放基于績(jī)效的工資和獎(jiǎng)金之前應(yīng)該考慮的重要方面。

組織機(jī)構(gòu)和雇主應(yīng)深入了解績(jī)效工資對(duì)員工表現(xiàn)的影響，并采取相應(yīng)的措施來(lái)降低其負(fù)面影響。通過(guò)合理設(shè)定評(píng)估標(biāo)準(zhǔn)、強(qiáng)化團(tuán)隊(duì)合作、培養(yǎng)良好的企業(yè)文化、提供必要的培訓(xùn)和支持以及建立有效的溝通機(jī)制等措施，可以更好地平衡獎(jiǎng)勵(lì)與競(jìng)爭(zhēng)的關(guān)系，激發(fā)員工的積極性和創(chuàng)造力，同時(shí)避免人際偏差行為和團(tuán)隊(duì)合作的削弱。只有這樣，組織才能真正實(shí)現(xiàn)績(jī)效工資的初衷，提高員工的整體表現(xiàn)和工作滿(mǎn)意度。

在這個(gè)充滿(mǎn)挑戰(zhàn)和機(jī)遇的時(shí)代，如何平衡激勵(lì)與團(tuán)隊(duì)和諧成為每個(gè)組織必須面對(duì)的課題。只有打破獎(jiǎng)金背后的“戰(zhàn)爭(zhēng)”，才能真正實(shí)現(xiàn)個(gè)人與團(tuán)隊(duì)的共贏。

以下內(nèi)容為節(jié)選，原文標(biāo)題：The dark side of paid bonuses，來(lái)自BI Business Review，作者Suzanne van Gils，Professor - Department of Communication and Culture。

At first hand, paying employees bonuses to promote excellent performance may seem like a great idea, but is it really?

In many organizations there seems to be the ingrained idea that all hard work and commitment should be provided for by some sort of reward, oftentimes through financial rewards.

This is good, because providing bonuses for employees' performance makes people work harder, right?

Well, yes, many studies have shown that if you pay your workers for how well they perform, it will indeed increase their motivation. However, some studies suggest that paying workers for their performance may have understudied negative effects.

Performance-based pay plans ingrained in many companies

Most companies use performance-based pay plans in some form or another. These plans either increase the salaries of the employees permanently in form of merit pay, or they may reward performance by paying their employees financial bonuses.?

Previous studies have shown that paying employees for their performance increases their motivation as means of competitive processes. However, such competitive processes can also have their downsides, which are oftentimes overlooked.

In a new study, Suzanne van Gils and her research colleagues Daniel Gl?ser and Niels Van Quaquebeke set out to explore the relationship between paying employees for their performance, competitiveness, and interpersonal deviance. The latter is voluntary, aggressive behaviour towards co-workers, which can consist of incivility, workplace bullying, violence, sexual or ethnic harassment, and other harmful behaviours.

Providing bonuses may activate aggressive competitiveness

The researchers conducted three studies that build on each other, and recruited participants, via an online-based service for scientific studies.

They wanted to examine if paying employees for their performance:activates their aggressive competitiveness,manifests itself in the form of interpersonal deviance against colleagues at the workplace because of? activated competitiveness in the work context.

What did they find? The participants who received a bonus, self-reported higher interpersonal deviance towards their co-workers, and higher degree of individual competitiveness.

In other words, the study indicated that performance-based bonuses can have significant negative consequences. The employees may become more aggressive, and potentially see one another as competitors. Hence, aggressiveness at work can lead to people experiencing increased stress, higher job withdrawal, and reduced psychological well-being and work satisfaction.

Reduction of work performance

Unhappiness among employees as a result of a culture of interpersonal deviance can be destructive for the individuals, but also for the company. Lower work satisfaction can lead to lower performance. In fact, some estimates place the organizational cost of such deviant behaviour at more than $20 billion per year.

Furthermore, performance-based bonuses can inspire not only comparison, but also associations of competitiveness. That can make employees see their work tasks as “competitions”, sometimes leading them to act in a way that can give them a competitive advantage.

When working in a company or an organization, one is part of a team. Therefore, cooperation and knowledge sharing is essential. However, when workers look at each other as competitors, it may lead to the opposite.

Be mindful of potential negative effects

Providing bonuses as a reward for those who perform well is not always a bad idea, and competition is not necessarily a negative thing. But paying employees for performance will constantly confront employees with the expectation and message that performance is measured and compared. This is something that organizations and employers should consider before integrating performance-based wages and bonuses.

Authors |

Suzanne van Gils（Professor -Department of Communication and Culture）

Emma Skjelten Daasvatn（Research Assistant）

Link |

https://www.bi.edu/research/business-review/articles/2022/11/the-dark-side-of-paid-bonuses/

References |

Daniel Gl?ser, Suzanne van Gils & Niels Van Quaquebeke (2022) With or against others? Pay-for-Performance activates aggressive aspects of competitiveness, European Journal of Work and Organizational Psychology, DOI: 10.1080/1359432X.2022.2039125

Robinson, S. L., & Bennett, R. J. (1995). A typology of deviant workplace behaviors: A multidimensional scaling study. Academy of Management Journal, 38(2), 555–572. https://doi.org/10.5465/256693?

Litzky, B. E., Eddleston, K. A., & Kidder, D. L. (2006). The good, the bad, and the misguided: How managers inadvertently encourage deviant behaviors. The Academy of Management Perspectives, 20(1), 91–103. https://doi.org/10.5465/amp.2006.19873411?

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