在一次年度绩效评估中，经理决定某员工未获得加薪，但拒绝提供具体理由[1]。该员工随后拒绝同意这一决定，也不愿为自己的工作表现进行"推销"[1]。这一事件引发了对职场绩效评估和薪酬管理流程的思考。
人力资源管理专家指出，仅以经理个人意见为依据的绩效评估存在明显不足[1]。阿德莱德大学管理学院人力资源管理副教授Dr Connie Zheng表示，管理者应该全面认可员工的贡献，包括可量化的业绩成果和组织公民行为，例如指导他人、知识共享和团队建设等[1]。她指出，薪资具有双重作用，既是对过去贡献的奖励，也是对未来表现的激励[1]。
Dr Zheng建议，当无法提供加薪时，企业可考虑采用其他非财务激励方式来认可员工价值，包括晋升机会、专业发展、灵活工作安排、额外休假、公开认可、更大自主权或辅导机会[1]。
An employee declined both a manager's decision denying a salary increase and the manager's request that the employee make a case for her own advancement during an annual performance review.[1] The manager provided no explanation for the decision to withhold the raise, yet expected the employee to advocate for her own compensation.[1]
Human resources experts argue that this approach places an inappropriate burden on workers. Dr. Connie Zheng, associate professor of human resource management at the University of Adelaide's Business School, suggests that managers should instead acknowledge employees' full contributions to the organization, encompassing both quantifiable outcomes and organizational citizenship behaviors such as mentoring, knowledge sharing, and team building.[1] Rather than requiring employees to defend their performance, managers should provide clear rationale for compensation decisions themselves.[1]
When financial increases are not available, Zheng recommends that organizations recognize employee value through non-monetary incentives, which may include promotion opportunities, professional development, flexible work arrangements, additional leave, public recognition, greater autonomy, or coaching opportunities.[1] Research indicates that salary serves a dual purpose: rewarding past contributions while simultaneously motivating future performance.[1]