以股权为基础的薪酬制度

Increasing number of companies have embraced broad-based employee ownership越来越多的公司实施了广泛的员工持股计划

Nonmanagement employees collectively own between 6% and 10% of total corporate equity非管理层员工总计持有公司全部股票的6%到10%

Estimated 3,000 companies have instituted broad-based option plans since 1989从1989年开始，大约3,000家公司实施了广泛的员工持股计划

Shares set aside for options at all public companies valued at $600B compared with $60B in 1985现在所有的上市公司用于股票期权的股票价值已上升到6,000亿美元，而1985年只有600亿美元

41% of large U.S. employers give stock options to at least half of their workforce

　 41%的美国大型企业向一半以上的员工授予股票期权

Alignment of shareholders and employees’ incentive opportunities统一股东和员工的奖励机会

Forges tighter bond between executives and other employees, as all can be put on a common incentive platform将管理层和其他员工的薪酬制度紧密结合，使公司所有员工的激励机制趋于统一

Motivate broad group of employees to work toward common goal—inspires teamwork鼓励广大员工向共同的目标前进 - 鼓励团队协作精神

Incentive payouts are a “win-win” situation—payments occur in direct relation to company performance激励机制处于“双赢” 状况 - 报酬与企业业绩直接挂钩

Minimizes cash outflow, as payments are made in equity由于实施了股权薪酬制度，可以最大限度地减少现金支付