Performance BonusesLike merit pay,

绩效奖金<br>像绩效工资一样，绩效奖金会奖励个人绩效，但奖金不会计入基本工资。员工必须在每个绩效期重新赚钱。在某些情况下，奖金是一次性奖励。奖金也可能与客观绩效指标联系在一起，而不是与主观评分联系在一起。在最近的一项调查中，最常见的奖金数额是非管理雇员每年$ 2,500- $ 5,000。支付给经理的奖金通常每年超过5,000美元。对个人绩效的奖励可能非常有效，并且使组织在决定奖励哪种行为时具有极大的灵活性。在许多情况下，员工会因达到诸如销售或生产数量等常规目标而获得奖金。航空公司可以奖励达到良好目标的客户服务，以达到按时表现的目标，货运公司可以通过无事故驾驶的奖励来奖励安全做法。公司可以奖励因学习，创新或与成功相关的任何其他行为而获得的奖金。Savant Capital Management希望其财务顾问承担更多的责任，以吸引新客户并帮助发展一家在创始人退休后仍将保持强劲实力的公司。因此，伊利诺伊州罗克福德的财务规划公司将顾问的部分薪水从薪金转为潜在的更大奖金。Savant Capital Management希望其财务顾问承担更多的责任，以吸引新客户并帮助发展一家在创始人退休后仍将保持强劲实力的公司。因此，伊利诺伊州罗克福德的财务规划公司将顾问的部分薪水从薪金转为潜在的更大奖金。Savant Capital Management希望其财务顾问承担更多的责任，以吸引新客户并帮助发展一家在创始人退休后仍将保持强劲实力的公司。因此，伊利诺伊州罗克福德的财务规划公司将顾问的部分薪水从薪金转为潜在的更大奖金。<br><br>每位顾问可以根据每个客户收入的百分比以及为每个新客户带来的额外奖金来获得奖金。除了这些单独的奖金外，Savant还支付与公司的整体利润目标相关的奖金，和新资产（客户的投资）。<br><br>所有这些灵活性使得必须确保奖金与影响组织整体绩效的行为紧密相关。另外，员工必须对其是否可以满足奖金要求有一定的控制权。除了增加年度或更频繁的奖金的灵活性外，组织还可以通过一次性奖金激励员工。例如，当一个组织收购另一个组织时，它通常想要保留某些有价值的员工在其购买的组织中。因此，参与收购的组织通常会向高级管理人员，工程师，表现最佳的销售人员和信息技术专家支付留存奖金（即为换取与公司在一起而支付的一次性奖励）。美国 空军通过提供$ 25,000的保留奖金解决了满足无人机飞行员需求的难题；签约旅行的飞行员越多，空军需要招募的人数就越少。当Office Depot与OfficeMax合并时，它在三年内每年向高管人员支付高达500,000美元的奖金，以便他们在过渡期间继续工作。18

Performance Bonuses<br>Like merit pay, performance bonuses reward individual performance, but bonuses are not rolled into base pay. The employee must re-earn them during each performance period. In some cases the bonus is a one-time reward. Bonuses may also be linked to objective performance measures, rather than subjective ratings. In a recent survey, the most common size of bonuses was in the range of $2,500–$5,000 per year for non management employees; bonuses paid to managers typically exceeded $5,000 per year. Bonuses for individual performance can be extremely effective and give the organization great flexibility in deciding what kinds of behavior to reward. In many cases, employees receive bonuses for meeting such routine targets as sales or production numbers. Airlines can reward good customer service with bonuses for meeting goals for on-time performance, and trucking firms can reward safe practices with bonuses for accident-free driving. Companies can award bonuses for learning, innovation, or any other behavior they associate with success. Savant Capital Management wanted its financial advisers to take more responsibility for bringing in new clients and helping to grow a firm that will remain strong after its founders retire. So the Rockford, Illinois, financial planning firm shifted part of advisers’ pay from salary to a potentially larger set of bonuses.<br><br>Each adviser may earn a bonus based on a percentage of revenue from each of his or her clients and additional bonuses for each new client brought in. Besides these individual bonuses, Savant pays bonuses linked to the firm’s overall achievement of goals for profit, revenues, and new assets (clients’ investments).<br><br>All this flexibility makes it essential to be sure bonuses are tied to behavior that makes a difference to the organization’s overall performance. Also, employees have to have some control over whether they can meet the bonus requirements. Adding to the flexibility of annual or more frequent bonuses, organizations also may motivate employees with one-time bonuses. For example, when one organization acquires another, it usually wants to retain certain valuable employees in the organization it is buying. Therefore, it is common for organizations involved in an acquisition to pay retention bonuses—one-time incentives paid in exchange for remaining with the company—to top managers, engineers, top-performing salespeople, and information technology specialists. The U.S. Air Force addressed the difficulty of meeting the need for drone pilots by offering a retention bonus of $25,000; the more pilots who sign up for another tour, the fewer the Air Force needs to recruit. When Office Depot merged with OfficeMax, it paid top executives bonuses of up to $500,000 a year over a three-year period so they would stay through the transition.18

绩效奖金<br>与绩效工资一样，绩效奖金奖励个人绩效，但奖金不计入基本工资。员工必须在每一个绩效期内重新赚取。在某些情况下，奖金是一次性的奖励。奖金也可能与客观业绩指标挂钩，而不是主观评级。在最近的一项调查中，对于非管理层员工，最常见的奖金规模在每年2500美元到5000美元之间；支付给管理层的奖金通常超过每年5000美元。对个人表现的奖励可以非常有效，并且在决定奖励哪种行为时给予组织很大的灵活性。在许多情况下，员工因达到销售或生产数字等常规目标而获得奖金。航空公司可以奖励良好的客户服务，奖励其实现准时性能目标的奖金，卡车运输公司可以奖励安全操作，奖励其无事故驾驶的奖金。公司可以奖励学习、创新或任何其他与成功相关的行为。萨凡特资本管理公司希望其财务顾问承担更多的责任，引进新客户，帮助发展一家在创始人退休后仍将保持强势的公司。因此，伊利诺伊州罗克福德的财务规划公司将顾问的部分薪酬从薪水转移到了可能更高的奖金。<br>每位顾问可根据每位客户收入的百分比获得奖金，并为每位新客户获得额外奖金。除了这些个人奖金，萨凡特还支付与公司利润、收入和新资产（客户投资）目标总体实现相关的奖金。<br>所有这些灵活性使得必须确保奖金与影响组织整体绩效的行为挂钩。此外，员工必须对他们是否能满足奖金要求有一定的控制权。为了增加年度奖金或更频繁的奖金的灵活性，组织还可以用一次性奖金激励员工。例如，当一个组织收购另一个组织时，它通常希望在购买的组织中保留某些有价值的员工。因此，参与收购的企业通常会一次性支付留任奖金，以换取留在公司的高层管理人员、工程师、优秀销售人员和信息技术专家。美国空军通过提供25000美元的留用奖金解决了满足无人机飞行员需求的困难；报名参加另一次飞行的飞行员越多，空军需要招募的人员就越少。当Office Depot与OfficeMax合并时，它在三年的时间内每年向高管支付高达50万美元的奖金，这样他们就可以继续度过过渡期<br>