Molson Hart

Cool, thanks. If I’m not mistaken, authors looked at company performance rewards vs individual. I’m suggesting a hybrid. They also only interviewed managers. Typically people who reach that level are more qualified on average and thusly favor individualistic reward systems.

Makes sense. Most of my orgs settled on 60/40 or 70/30 company/personal goals bonus schemes. Despite this study, it seems to work well! Good luck.

Thanks, I will need it. It really needs to be done on a case by case, year by year basis. Best not to say "we will always do 70/30" because if you're running out of cash, you need to do what you need to do. That said, fascinating that you've seen higher company work best.

I read a book called Made in Japan by the founder of Sony. The Japanese way of management and raises gave me a lot to think about. Increasing salaries solely by seniority creates a lot of cohesion and company loyalty. It has its downsides obviously, but its probably underrated.

Neat — I think that behavior contributes greatly to the types of industries where Japan Inc has thrived (autos for example) and failed (software).