Bonuses: The GE CEO knew the importance of tying compensation and bonuses to the key goals of the company. He said, “You can preach about a ‘learning organization,’ but reinforcing management appraisal and compensation systems are the critical enablers.” For example, Welch used bonuses to ensure the success of his Six Sigma program. By tying 40 percent of executives’ bonuses to the actual results associated with Six Sigma, he made sure that his most important initiative was at the top of his managers’ priority list. Welch increased the number of employees who participated in GE’s stock option program. Once the purview of only the senior core of executives, Welch rolled the program out to more than 30,000 GE employees.

獎(jiǎng)金

韋爾奇深知將薪酬和獎(jiǎng)金與公司關(guān)鍵目標(biāo)掛鉤的重要性。他說：“你可以就‘知識(shí)型組織’進(jìn)行說教，但增強(qiáng)管理考核與薪酬體系才是關(guān)鍵的使能因素。”例如韋爾奇就用獎(jiǎng)金來確保他的“六西格瑪”計(jì)劃取得成功。他將執(zhí)行官員40%的獎(jiǎng)金與“六西格瑪”相關(guān)的實(shí)際成效掛鉤，從而確保了他最重要的倡導(dǎo)行動(dòng)處在管理人員優(yōu)先事項(xiàng)中的第一位。韋爾奇還增加了通用電氣公司股票期權(quán)計(jì)劃中的員工人數(shù)。股票期權(quán)曾經(jīng)是只屬于高級(jí)管理人員精英圈子的特權(quán)，但韋爾奇卻將它擴(kuò)大到3萬多名員工中。