How to write a sample essay on company performance bonus system

The following is a sample essay on the company's performance bonus system:

The company's performance bonus system can be described in three parts. First, the purpose of establishing the system can be described. The second one can describe the scope of application of the system, and the third one can describe the specific systems.

Performance Bonus System Sample 1

Chapter 1 General Principles

Article 1 In order to maximize the motivation of employees to develop their personal potential, improve employee work performance, and thereby improve the group This system is specially formulated to provide a scientific and reasonable management basis for the company's overall benefits and provide a scientific and reasonable management basis for employee compensation, job adjustments, and ability development.

Article 2: This system applies to all on-the-job employees who have signed labor contracts with the group company.

Article 3 The Human Resources Department is responsible for the assessment and evaluation of on-the-job employees of the group company.

Chapter 2 Contents of Employee Performance Appraisal

Article 4 Principles of Employee Performance Appraisal

Employee performance appraisal must adhere to the principles of openness, fairness and fairness. That is: the content, time, standards and procedures of the evaluation shall be disclosed; the comprehensive performance of employees shall be evaluated objectively and fairly in accordance with the company's rules and regulations and personnel records; the evaluation scoring gap shall be appropriate and the principle of fairness shall be pragmatic and realistic.

Article 5 Employee Performance Appraisal Content

Employee performance appraisal is divided into two categories according to the purpose of the appraisal:

Appraisal Type Appraisal Purpose Appraisal Content Frequency

Annual evaluation of job adjustment, ability development, work performance, work attitude, and work ability once/year

Monthly evaluation of bonus, evaluation of work performance, and work attitude once/month

1. Middle level Leading cadres

The economic indicator assessment in the performance appraisal of middle-level leading cadres is carried out in accordance with the provisions of the group company's economic responsibility system assessment

appraisal method, and serves as the basis for realizing monthly basic income and annual risk income. ; The annual performance appraisal is carried out in accordance with this system and serves as the basis for the comprehensive quality evaluation of middle-level cadres.

2. Engineering technology and management personnel

The amount of work tasks, quality of completion, and tasks will be assessed mainly based on the main responsibilities, job conditions and other requirements in the "Position (Position) Description" of the group company. Ten items include difficulty, innovation ability, problem-solving ability, professional knowledge level, comprehensive analysis ability, contribution spirit, collaborative service awareness and organizational leadership ability.

3. Workers

Mainly assess their work tasks, work quality, production safety, equipment maintenance, labor discipline and labor attitude based on the work tasks, job abilities and other requirements in the "Job Specifications" Six items.

Article 6 Assessment Methods

1. Examination

The purpose of the examination is to test the employee's ability to perform the job. The content of the examination is combined with the "Job Description" " and "Job Specifications" set out the main responsibilities, work tasks, job conditions, job abilities and other requirements. The results of the examination are an important basis for evaluating whether employees meet the requirements of this position.

2. Daily assessment

(1) Assessment of managers

1. The person being assessed should fill in the "Monthly Assessment Form for Managers" before the 5th of each month 》(Attachment 1) The work plan and progress items are sent to the examiner (direct superior). The examiner will revise the plan according to the specific situation and clearly propose "how to do it" and "result requirements". After both parties reach a consensus, they will jointly determine the work plan.

2. During the assessment period, the examiner has the responsibility to continuously guide, help, restrain and motivate the assessee, enhance their predictability of the work plan, change passive work into active work, and promote the overall enterprise Improvement of technology and management level.

3. Before the 3rd of the next month, the person being assessed should fill in the planned completion status in the assessment form and write down the areas that need improvement next month and submit it to the person taking the assessment. The examinee will conduct a comprehensive evaluation based on the completion of the monthly plan and behavioral performance of the examinee, and submit it to the next-level leader for review.

4. At the end of the year, the examiner will summarize the daily assessment results into the "Annual Summary of Daily Assessment of Employees" (Annex 3) and submit it to the next-level leader for comprehensive evaluation.

5. For the annual assessment during the employment period, middle-level leading cadres must write an annual performance report and submit it to the supervisor for review. The assessment working group will also conduct democratic assessment of middle managers in accordance with the requirements of the "Annual Work Evaluation Form for Middle Managers" (Annex 4). The assessment working group will report the assessment results to relevant leaders at the factory level based on democratic assessment and daily assessment. Then the supervisor or the assessment working group will feedback the assessment results to me.

(2) Assessment of workers

1. Daily assessment shall be conducted on a team basis, and the examiner (team leader) shall fill in the "Worker Monthly Assessment Score Sheet" (Attachment 2). After the evaluation is scored, it is submitted to the superior leader for review. The superior leader is responsible for the assessment of the team leader.

2. At the end of the year, the examinee will summarize the daily assessment results into the "Annual Summary of Daily Assessment of Employees" and submit it to the next-level leader for comprehensive evaluation.

Article 7 Assessment Results

1. Each department shall submit the annual summary results of its daily assessment to the Human Resources Department before January 10 of the following year.

2. The personnel (organization) department will archive the annual assessment materials.

3. The examination and daily assessment results of various personnel should be used as the main basis for salary distribution, promotion, appointment, on-the-job training and selection of advanced personnel.

Article 8: Based on these measures, each department shall formulate daily assessment methods that are consistent with the actual situation of each position within the department, and shall be implemented after approval and filing by the Human Resources Department.

Article 9 Assessment work is a way for enterprises to comprehensively evaluate the work of employees. It is related to the vital interests of employees. Managers at all levels must adhere to principles, ensure that the ratings are well-founded and the results are public.

Article 10 If an employee has objections to the assessment results, the Human Resources Department has the right to conduct review and verification. If fraud is discovered, those primarily responsible will be dealt with seriously.

Article 11 Appraisal Management

1. Performance Appraisal Committee:

It is the highest management organization for employee evaluation (non-permanent organization), headed by the deputy director of human resources. The general manager serves as the director, there are 1 committee member and 1 to 2 members of the logistics department.

2. Logistics Department:

1) Under the leadership of the Performance Appraisal Committee, it is responsible for formulating and issuing relevant evaluation policies and specific operating methods;

2 )Assist and guide various departments in implementing assessments;

3) Summary and analysis of assessment results;

4) Establish an assessment management database and employee assessment files.

Performance Bonus System Sample 2

1. Assessment Department: Chinese Food

2. Assessment Time: May 2020-----December 2020

3. Assessment content:

Spa business index: more than 520,000/month (including 520,000/month) (including drinks)

Business cost It should be controlled within 50, and the net operating profit reaches more than 15

IV. Rewards and penalties:

Each employee will be rewarded 100 yuan if the business target reaches 520,000/month, and if the business target reaches 550,000/month Employees will be rewarded 200 yuan per month, and employees reaching 580,000 per month will be rewarded 300 yuan per month.

Some managers whose responsible business quota exceeds (520,000/month) will be rewarded with a commission of 5%, supervisors and foremen will be rewarded with a commission of 2%, managers who have not completed the responsible sales quota will be deducted a penalty of 2% from the actual difference. Supervisors and foremen will be fined 1.

A reward of RMB 100 will be given for each operating net profit indicator exceeding 1, and a penalty of RMB 100 will be imposed for each operating profit indicator falling below 1.

In addition to the ordering staff system.

Rewards and deductions will be cashed out in the same month. Hotel and Chinese restaurant managers can adjust the target responsibility system appropriately based on the operating environment and changes in operations.

Assessment department: KTV

Assessment time: May 2020-----December 2020

Assessment content:

KTV business index: more than 520,000/month (including 520,000/month).

Operating costs should be controlled within 48, and operating net profit should be more than 25.

Rewards and penalties:

KTV waiters will be rewarded with picking up and selling bottle caps from the boxes they serve. If the business target reaches 520,000 yuan/month, each employee will be rewarded with 200 yuan, reaching 55,000 yuan. Employees with 10,000 per month will be rewarded with 300 yuan, and employees with 600,000 per month will be rewarded with 400 yuan per person.

Some managers whose responsible business quota exceeds (520,000/month) will be rewarded with a commission of 5%, supervisors and foremen will be rewarded with a commission of 3%, and managers who have not completed the sales quota will be deducted a penalty of 2% from the actual difference. Supervisors and foremen will be fined 1.

A reward of RMB 100 will be given for each operating net profit indicator exceeding 1, and a penalty of RMB 100 will be imposed for each operating profit indicator falling below 1.

All original performance will be cancelled.

Rewards and deductions will be cashed out in the same month. Hotel and KTV managers can adjust the target responsibility system appropriately based on the operating environment and changes in operations.

KTV Manager and General Manager

Purpose: To mobilize employees to actively participate in the business philosophy, increase revenue and reduce expenditure, and maximize their target profits

1. Assessment Department: Guest Room Department ( Including front hall and floors)

2. Assessment period: May 2020-----December 2020

3. Assessment indicators:

Guest room business indicator: 820,000 yuan/month (including drinks)

Net operating profit reaches 30

IV. Rewards and penalties:

1. Guest room business The rewards for reaching the responsible business quota are: 200 yuan for the housekeeping manager and 100 yuan for the supervisor and foreman.

2. If the guest room turnover exceeds the responsible business quota, the actual amount will be rewarded 5%. Managers, supervisors, and foremen are distributed in a ratio of 3:2:1.

3. If the guest room turnover does not meet the responsibility quota, a penalty of 2% of the actual difference will be deducted from the monthly salary. The penalty ratio for managers, supervisors and foremen is 3:2:1.

4. The manager, supervisor, and foreman will be rewarded 100 yuan and 50 yuan each for every 1 point the operating net profit indicator exceeds.

The manager, supervisor, and foreman will be deducted for each 1 point the operating net profit indicator falls short of. 50 yuan and 30 yuan each.

5. The hotel and guest room department can make appropriate adjustments according to changes in the business environment.

6. Rewards and penalties for ordinary employees are linked to the quality and quantity of clean rooms: the minimum guarantee is 12 rooms/day, and the excess will be calculated as 3 yuan/room (quality clearance). If the quality does not pass the standard, one room will be redone and a deduction will be made. Two bonus rooms.

7. If the guest room turnover reaches the responsible business quota, the front office staff will be rewarded with 100 yuan per person. The luxury suite sales promotion reward will be 888 yuan per day and the sales staff will be rewarded with 15 yuan per time and 688 yuan per day. The sales staff will be rewarded with RMB 10/time for sales made at RMB 588/day, and the sales staff will be rewarded with RMB 5/time for sales made at RMB 588/day (excluding bookings from regular customers)

Performance Bonus System Sample 3

1. Performance Appraisal Regulations:

1) Performance bonuses above the supervisor level (including supervisor level, excluding branch store managers) are mainly reflected in the monthly performance appraisal floating salary, which is reflected in the penalty form and evaluation form. The scores for the first grade (excellent grade) are 90 points; the score for the second grade (good grade) is 75 points; the score for the third grade (passing grade) is 60 points.

2) Performance bonuses for those below the supervisor level (excluding supervisor levels) are mainly reflected in the monthly performance appraisal floating salary and are implemented in the form of penalty orders; the first grade (excellent grade) score is 90 points; The score for the second grade (good grade) is 75 points; the score for the third grade (pass grade) is 60 points.

3) The cumulative 12-month performance appraisal is an annual cycle. The appraisal cycle is from the 1st of each month to the last day of the month. Each branch will be punished every Monday in the month and before the 1st of the second month. Classify and summarize by position alone and report to the Administrative and Human Resources Department for statistics.

4) At the beginning of the second month, the Administrative and Human Resources Department will summarize the assessment results of each department and each branch and report them to the Finance Department.

5) The performance appraisal scores for those in the leadership class and above (including the leadership class) are based on a hundred-point system. Point deductions are implemented and summarized at the end of the month; the specific amount of performance bonuses is based on the remaining points of the monthly performance appraisal scores and reaches the corresponding level. If the monthly performance appraisal score is negative, the negative score will be deducted from the fixed salary according to the standard of 5 yuan and 1 point.

6) The performance appraisal of grassroots employees is based on the basic score of the first level of performance bonus, which is deducted; the remaining score at the end of the month is the performance bonus; if the performance score at the end of the month is negative, the negative part will be calculated as 1 yuan per point Penalties will be deducted according to the standard.

7) The content of the branch store manager performance appraisal form includes: job responsibilities, team building and management qualification rate, and business indicator completion rate.

8) The supervisor-level performance appraisal form includes: job responsibilities, implementation of standardized work processes, customer complaints, and overall performance.

9) The leadership performance appraisal form includes: job responsibilities, implementation of standardized work processes, customer complaints, and overall performance.

10) The performance appraisal form for grassroots employees includes: job responsibilities, implementation of standardized work processes, customer complaints, and overall performance.

2. Reward and penalty procedures and authority:

1. Reward and punishment process for company departments and branches: Rewards and penalties issued by the direct superior should be signed by the recipient to confirm the execution, and the weekly summary should be reported to the administrative personnel in a classified manner. Department review and filing.

2. Administrative inspection reward and penalty process: The inspection department issues a total reward and penalty order to the store manager, and the store manager signs and confirms the reward and penalty order according to the general order. The weekly summary and classification of the execution of the reward and penalty order is submitted to the administrative personnel department. Review and file.

3. Reward and punishment authority:

1) The managers of the company and branches who have the right to cancel employee performance bonuses: general manager, administrative personnel manager

2 ) Managers in the company and branches with a maximum reward and punishment authority of 100 points per person: General Manager, Administrative and Human Resources Manager;

3) Managers in each department of the company with a maximum reward and punishment authority of 100 points per person: Financial Manager , Purchasing Director, Marketing Manager;

4) Branch management personnel who have the right to cancel employee performance bonuses: store managers of each branch

5) The maximum reward and punishment authority of a branch is 100 points per person Management personnel: store managers of each branch

6) Management personnel with a branch reward and punishment authority of 30 points per person: head chef (trainee chef) and front office manager (trainee front office manager) of each branch

7) Managers with branch reward and punishment authority of 20 points/person: each branch team leader (trainee team leader)

Note:

1) Managers at all levels are strict In accordance with this provision, exercise authority; if the authority is exceeded, you can apply to your immediate superior for execution;

2) If the managers of each department of the company are vacant, the general manager will designate the next-level manager of the department to be the executive temporarily. This authority; managers at all levels in trainee positions can directly exercise this authority.

3) The exercise of reward and punishment authority between managers at the same level must be signed and confirmed by the immediate superior manager; except for the manager of the administrative personnel department.

4) Managers shall not circumvent the exercise of authority in the form of cumulative rewards and punishments.

3. Detailed rules of the reward system:

(1) In the implementation of various rules and regulations of the head office, those who meet one of the following conditions will be rewarded with 21-50 points in the month:

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1) Those who work effectively and have particularly outstanding economic benefits of branch store management;

2) Those whose branch store economic benefits remain stable for a long time and have a certain growth rate;

3) Those who overcome serious or special difficulties and maintain good economic benefits for the branch.

4) The branch maintains a high level of management and has promotion value and good economic benefits;

5) The proposed marketing plan has a common and obvious impact on all branches in the company system. Those who have achieved actual results and been adopted;

6) Those who have made rational suggestions on the company’s management, operation, development, etc., and those have been adopted;

7) Actively commit to new products Development, whose creations and inventions have a significant impact on the development of the company;

8) Those whose branches are awarded honorary titles by the local government or functional departments;

9) Others Specific circumstances;

(2) Employees in each branch who meet one of the following conditions will be rewarded with 2-20 points in the month:

1) Those who have been praised many times during administrative inspections;

2) Customers give verbal, written and telephone praise;

3) Under the leadership of the store manager, the monthly performance appraisal pass rate of all employees in the branch reaches above 98%;

4 ) Those who work hard to study business, invent, create, reform, put forward reasonable suggestions to improve business technology and work efficiency, and have outstanding results;

5) Love the store like home, work actively, and serve enthusiastically, Those who have won honors for our store;

6) Those who properly help customers deal with difficulties and are highly praised by customers;

7) Those who work hard to expand business and make special contributions to the operation of our store;

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8) Those who have made remarkable achievements in controlling expenses and saving money;

9) Those who have outstanding achievements in fighting against bad people, bad things and bad tendencies, sacrificing themselves for others, and protecting the personal safety of guests and colleagues and the property of the store. Those who have achieved outstanding results;

10) Those who have recovered significant economic losses for the company under special circumstances;

11) Those who have picked up valuables or cash lost by guests and handed them over or returned them to their owners;

12) Reports that harm the interests of the store or other illegal activities, and are found to be true: Report to the company that store managers have violated rules and regulations and are found to be true;

(3) Other rewards:

1) The employee turnover rate summarized by the monthly performance appraiser is controlled within 5 points. The savings will be awarded at the rate of 3 points/person for the store manager, and 2 points/person for the front office manager and head chef.

2) If the annual summary performance appraisal has an excellent rate of 8 times, 5 points will be added to the annual performance appraisal;

3) If the annual summary performance appraisal has an excellent rate of 10 times, you can be directly promoted without evaluation .

The above is what the editor shared today, I hope it can help everyone.