ompany for two years or more, so as to reduce costs and retain talents with a high involvement in the organization. Amazon implements a comprehensive performance management system. There is no specific team performance evaluation, because it is determined by the performance of team leader (Matthews et al., 2018). The company organizes a simple mid-year assessment in each September, and conducts year-end review from December to next April (Bussin, 2016). Meanwhile, decisions about salary adjustment and promotion mostly occur at the end of each year. Performance assessment requires staff to offer self-evaluation and peer review based on the 14 leadership principles, so the workload is very heavy. Also, the company encourages employees to inform against each other, while the management can receive instant feedback. Before the 2016 reform, Amazon even ranked employees’ performance and dismissed those who performed most poorly(Kantor & Streitfeld, 2015).
亚马逊有一个有争议的绩效和奖励管理系统。亚马逊的薪酬体系包括基本工资、签约奖金和限制性股票单位。它还为员工提供许多福利，包括医疗保险、401计划、家庭支持网络、收养补贴、休假份额和缩减、员工折扣和带薪休假。亚马逊对新员工提供的激励有限，但对为公司服务两年或两年以上的员工提供更多的激励，以降低成本并留住在组织中高度参与的人才。亚马逊实施了全面的绩效管理系统。没有具体的团队绩效评估，因为它是由团队领导者的绩效决定的。该公司在每年9月组织一次简单的年中评估，并在12月至次年4月进行年终审查。同时，有关薪资调整和晋升的决定大多发生在每年年底。绩效评估要求工作人员根据14项领导原则进行自我评价和同行评审，因此工作量很大。此外，公司鼓励员工相互告发，同时管理层可以收到即时反馈。在2016年改革之前，亚马逊甚至对员工的表现进行了排名，并解雇了表现最差的员工。
Performance management is widely seen as a connection between individual contributions and organizational targets. Performance management can be divided into a harder performance improvement approach and a softer motivational and developmental approach (Houldsworth, 2004; Tuytens & Devos, 2012). In the case of Amazon, the harder approach of performance improvement is applied, because the company imposes much stress on staff through transparent peer review. Meanwhile, unlike typical American internet enterprises, Amazon is more of a traditional organization. Traditional performance assessment systems offer a standardized process to review employee performance (Houldsworth, 2014). The systems in Amazon are designed centrally by HR functions and require line manager to appraise staff performance within a set of performance review meetings or reports. In addition, performance-related pay is adopted by many organizations, including Amazon. Based on McGregor’s Two-Factor Theory, employees’ reward perception can be divided into internal (e.g. work-life balance, development opportunities) and external (e.g. salary level, working environment) (Pilbeam & Corbridge, 2010). In Amazon, human resource value consists of two parts. One is labour reward or traditional salary, and the other part is capital reward or RSU. When maintaining a competitive basic salary, Amazon also implements employee stock ownership, which realizes a close combination between individual goals and organizational goals.
本篇paper认为绩效管理被广泛视为个人贡献与组织目标之间的联系。绩效管理可分为较硬的绩效改进方法和较软的激励和发展方法。以亚马逊为例，采用了更难的绩效改进方法，因为该公司通过透明的同行评审给员工带来了很大压力。同时，与典型的美国互联网企业不同，亚马逊更像是一个传统的组织。传统的绩效评估系统提供了一个标准化的流程来审查员工绩效。亚马逊的系统由人力资源职能部门集中设计，要求直线经理在一系列绩效审查会议或报告中评估员工绩效。此外，包括亚马逊在内的许多组织都采用与绩效相关的薪酬。基于麦格雷戈的双因素理论，员工的报酬感知可分为内部（如工作与生活的平衡、发展机会）和外部（如工资水平、工作环境）。在亚马逊，人力资源价值由两部分组成。一部分是劳动报酬或传统工资，另一部分是资本报酬或RSU。在保持有竞争力的基本工资时，亚马逊还实施了员工持股，实现了个人目标和组织目标的紧密结合。
Existing concepts and theories can effectively explain Amazon’s performance and reward management. In order to attract and retain talents, Amazon shares its profits with each employee. This can be explained by the Two Factor Theory. Besides that, Amazon’s performance appraisal mechanism shows that the organization is traditional and strict in performance management. Scholars found that, performance-based pay is controversial, because it can lead to pressured working environments, internal competitiveness, and unfairness (Marchington & Grugulis, 2000). This might be true in Amazon, because the organization was criticized as bringing excessive pressure on managers and employees with the transparent peer-review, relentless criticism to emplo
