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1、该公司的声誉激励的承包和使用外文翻译 外文题目 The use of incentive contracting and firm reputation 外文出处Corporate Reputation Review,2010(4):P8-18 外文作者 David A. Volkman Kath Henebry原文:The Use of Incentive Contracting and Firm Reputation While corporations have increased the use of incentive contracting, they have simultane
2、ously expressed increased interest in maintaining or improving the reputation of their firm. This research demonstrates that the two goals may be incongruous, that, in contrast to previous research, the use of incentive contracting may not align the interests of management and sales staff and may ex
3、pose the corporation to increased reputation risk. Specifically, we incorporate Finnerty s 2005 compensation model into a multilevel asymmetric information model and demonstrate that a salesperson s incentive to increase reputational risk by misrepresenting the product or service of the firm is a fu
4、nction of the existence of asymmetric information between the salesperson and the customer, for example customer knowledge base, the inability of management to monitor a salesperson s actions, the lack of a timely penalty for a salesperson s aberrant actions, and the relative level of salesperson s
5、commission to base compensation. Previous research evaluating the affect of incentive contracting on a sales staff s behavior have generally concluded that commissions will attenuate the shirking behavior but may lead to divergent risk-seeking behavior. This research extends previous analysis into t
6、he efficacy of incentive contracting by first recognizing the need to model multi levels of asymmetric information and the threat of termination; then delineating the environments whereby incentive contracting leads to perverse risk-seeking behavior by the firm s sales staff. While asymmetric inform
7、ation between the managers and employees of a firm is fundamental to the agency problems of shirking and risk seeking, the assumption is not sufficient to explain observed corporate environments. Rather, asymmetric information between the salesperson and the firm s customer is also fundamental to mo
8、deling shirking and risk-seeking behaviors of the sales staff. In addition, the threat of termination in the presence of multilevels of asymmetric information will also influence risk-seeking behavior.Problem managers The first step in dealing with a problem employee for a supervisor is to ask the q
9、uestion “Is there really a problem employee or does the problem lie with me?” Examples of this can include a supervisor who is intimidated by an employee because that person is more capable. Also a person may seem untouchable since they may be from a minority or have long seniority with the company.
10、 Additional reasons can include a supervisor who feels sorry for the employee or has a friendship with that person resulting in that employee being treated differently and encouraging problem behaviour. Other employees behaviour will also be impacted on since they see this different treatment and ma
11、y grow to resent it ?thus affecting their work performance. Managers must always remember that they are responsible for a subordinates performance. Before pinning blame on the employee they must ask themselves what they may be doing that may contribute to the employees poor performance. A final issu
12、e for managers to understand is that all people do not see the world in the same way and that they should attempt to look at it from their employees point of view. Recognizing the problem employee A problem employee needs to be identified as soon as possible, so that the corrective action can be tak
13、en immediately when problems are still minor. “The problem employee is irritating, frustrating, and embarrassing to his manager”1, p.3. A manager who ignores the problem employee will possibly overreact when he finally takes action, because the situation is no longer avoidable.Some common types of p
14、roblem employees to look for are: People who do not show up for work and cheat on their time ?the time wasters, the bathroom hiders, the lunch lizards. People with bad attitudes ? the backstabbers, wedge drivers and busybodies who undermine the boss These people can also be listed as “the sniper, th
15、e complainer, the exploder, the know-it-all, and the passive”3. Regardless of which list you use, or what you call these people, their behaviour must be addressed as soon as possible in order to minimize their negative effect on others and the organization.Expectancy theory One of the best theories
16、to motivate all employees is expectancy theory. The theory basically states that “an individual has the highest motivation to put forth the greatest effort if he or she believes the effort will lead to good performance, and the good performance will lead to preferred outcomes”4. In the case of problem employees they have a negative expectancy or doubt that effort will lead to performance o
