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.

奖金

韦尔奇深知将薪酬和奖金与公司关键目标挂钩的重要性。他说：“你可以就‘知识型组织’进行说教，但增强管理考核与薪酬体系才是关键的使能因素。”例如韦尔奇就用奖金来确保他的“六西格玛”计划取得成功。他将执行官员40%的奖金与“六西格玛”相关的实际成效挂钩，从而确保了他最重要的倡导行动处在管理人员优先事项中的第一位。韦尔奇还增加了通用电气公司股票期权计划中的员工人数。股票期权曾经是只属于高级管理人员精英圈子的特权，但韦尔奇却将它扩大到3万多名员工中。