一：盲目认为金钱激励可以解决一切问题
1： Blindly believing that monetary incentives can solve all problems
在企业中，采用单纯性的金钱激励并不一定能收到很好的激励效果。例如，对于那些经常加班的技术员或经常出差的业务员而言，他们希望抽出更多的时间陪伴家人或自我放松。物质或金钱的需求只是员工多样化需求的一种类型，且对多数员工而言，这种需求并非是首要的。
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.
当金钱已经满足了个人的需求时，员工的内在需求就会更加的偏向自我价值的体现，这也符合马斯洛需求论的原理。
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：认为企业战略和员工行为与激励无关
2： Believing that corporate strategy and employee behavior have nothing to do with motivation
企业进行
山东股权激励计划制定的目的并非为了评估个人绩效，更深的目的在于激励员工产生良好的工作行为，让员工产出更高的绩效来。从大多数企业激励计划制定的现状来看，存在两个方面的认识误区：
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，认为激励计划首要考虑的因素是确保企业战略发展规划顺利实施，员工的需求应从属于企业发展宏观目标；其二，认为激励只是满足个人利益的一种有效手段，对企业员工的长远发展无实质性的影响。
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：激励方式过于单一
3： The incentive method is too single
目前很多企业谈到激励，老板们大多数的做法都是发奖金，这种做法非常的单一。从长远的角度看来，并不能形成一个多元化的激励系统，而且还会引起员工的利益主义。
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：激励强度和弹性度过低
4： Low excitation intensity and elasticity
企业现行的一些激励模式，因力度小、弹性低而不能有效地激发人才的产出比，尤其是不能较好地凸显管理者的显性价值。目前，很多企业都意识到了一个积极性强的团队与无积极性的团队相比，能给企业带来的价值有多大。所以，很多企业都在开始学习激励的机制模式，摆脱传统的管控约束模式，让激励模式来管理人才、激励人才。
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：激励方式缺乏层次性
5： Lack of hierarchy in incentive methods
按马斯洛的需求层次理论，一味采取低层次的激励方式或采用不符合员工心理需求的激励方式，都无法起到有效的激励效果。现实中，企业管理者在制定激励计划之时，很少考虑到不同年龄层次员工的内心需求，终限制了柔性激励效果的发挥。
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：激励强度和弹性度过低
6： Low excitation intensity and elasticity
从现实情况来看，企业现行的一些激励方式仍不能有效地激发人才的效能，尤其是不能较好地凸显管理者的价值。目前，很多企业都认识到了专业性人才的作用，并竞相提高人才引进的花费。但这种攀比式的激励方式产生的效用有限，一方面可能挫伤原来员工的积极性，另一方面引入的人才又会因为别的企业开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.lushangyun.com Consult and learn!
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