First, enterprises should have a certain ability to pay. Performance bonus can't replace periodic performance bonus or performance salary, just as the best promotion activities can't replace the value of products and services, performance bonus is a supplement to performance bonus system, which is equivalent to an additional welfare expenditure of enterprises. For enterprises in the start-up period or with unstable and insufficient cash flow, the implementation of performance bonus is not as good as increasing the proportion of performance bonus, which can promote the short-term performance of employees and help enterprises successfully survive the start-up period or the capital shortage stage.
Second, the performance bonus system is suitable for low employee turnover rate, close relationship between employees and enterprises, and enterprises want to cultivate employee loyalty. Because the performance integral reward is related to the performance accumulation results over a period of time (usually 1 year or more), the longer the accumulation time, the more excellent performance behaviors will be produced and the greater the reward will be. Therefore, employees need to serve in the enterprise for a long time to produce incentive effect. If employee turnover is frequent, the relationship between employees and enterprises is relatively loose (such as real estate sales enterprises, hotel services, etc.) ), it is not suitable to adopt the performance point reward system.
Third, the performance points reward should be linked with small concessions, so that the reward forms are personalized and diversified. Whether an employee can get enough incentive under the performance bonus system depends on whether the reward is valuable to him and whether the reward can be obtained within his ability. Therefore, on the one hand, the reward forms must be diversified and personalized, and corresponding small discount menus should be designed for different grades of points. The preferential items in the menu should be as rich and attractive as possible, and employees should choose the reward form according to their actual life and work needs; On the other hand, it is necessary to carefully design the performance evaluation standard to be just right.
Fourth, the standard of performance points should be carefully designed, which actually involves two sets of standards. One is to convert employees' performance behavior into performance points (performance points conversion standard), and the other is to convert performance points into reward forms (performance reward conversion standard). Different performance behaviors have different values for enterprises, and employees with different performance behaviors have different energy and efforts. Therefore, when designing the conversion standard of employee performance points, we should fully consider the differences in value, difficulty and possible differences of different performance behaviors, and the key to designing the conversion standard of performance rewards lies in the determination of performance points. The grade difference of performance score must be increasing, and the possibility of employee promotion should be considered at the same time. The difficulty of employee promotion should also be increasing, and it is best to have a demotion mechanism. To ensure that employees with good performance can enjoy a small discount for a period of time, employees who enjoy the highest discount must be a few excellent employees. After the performance rating is determined, it is necessary to consider the amount of labor cost that the enterprise can pay, estimate the possible number of people with different performance rating levels, thus determining the reward amount of different performance rating levels, and design the form and content of small concessions according to the reward amount.
Fifth, the performance bonus system is more suitable for ordinary employees below the middle level, and the incentive effect of small discounts is not very significant for executives with relatively high incomes. At the same time, the performance measurement of middle and high-level enterprises mainly focuses on the results of a cycle, and its performance results themselves take a long time to form, so there is no short-term performance accumulation problem. Therefore, the reward form is more related to their performance results than their performance behavior accumulation in the performance cycle, and the senior executives in enterprises are more suitable to adopt the annual salary system.