Annual Bonus Research Articles

Designing fair annual bonus formulations for workers: A case study of the state-owned enterprise cement holding in Indonesia.

A bonus is an additional annual incentive for labour, as part of remuneration package systems, that goes hand-in-hand with a tantième for boards of commissioners and directors. This practical business is common in industrial relations for maintaining a spirit of productivity and loyalty. However, practices to distribute bonuses remain undisclosed and unknown, according to the views of labour. Without an earlier mutual agreement between parties, consisting of labour representatives and management, management unilaterally decides a specific bonus formulation that takes effect immediately. The management ignored suggestions and advice from labour as its partner; worse, there were no discussions between parties in advance. There are no equal labour and management rights to build a better industrial relations climate. We employed mixed methods and conducted multidisciplinary studies to determine cluster and bonus pool allocation with relevant peers to investigate how to build a fair bonus formulation. We adopted a target-based method rather than an outcome-based framework after several exercises. The most important finding is that the bonus formulation, configured from the annual bonus, utilised three underpinning percentiles (P): P-25, P-50, and P-75 implying the lowest, medium, and highest total remuneration for labour, respectively. We determine that success indicators in developing fair bonus formulation stand on how high total remuneration has been achieved by labour towards the median level of peers. The higher the value passed over the median line, the higher the success rate. The present findings contribute to building fair annual bonus formulations in the cement sector; however, other industrial sectors can use them with adequate adjustments.

COVID Stressed, but Not due to the Virus

IntroductionAcute care surgeons can experience posttraumatic stress disorder (PTSD) due to the cumulative stress of practice. This study sought to document the potential impact of the COVID-19 pandemic on PTSD in acute care surgeons and to identify potential contributing factors. MethodsThe six-item brief version of the PTSD Checklist-Civilian Version (PCL-6), a validated instrument capturing PTSD symptomology, was used to screen Eastern Association for the Surgery of Trauma members. Added questions gauged pandemic effects on professional and hospital systems–level factors. Regression modeling used responses from attending surgeons that fully completed the PCL-6. ResultsComplete responses from 334 of 360 attending surgeons were obtained, with 58 of 334 (17%) screening positive for PTSD symptoms. Factors significantly contributing to both higher PCL-6 scores and meeting criteria for PTSD symptomology included decreasing age, increased administrative duties, reduced research productivity, nonurban practice setting, and loss of annual bonuses. Increasing PCL-6 score was also affected by perceived illness risk and higher odds of PTSD symptomology with elective case cancellation. For most respondents, fear of death and concerns of illness from COVID-19 were not associated with increased odds of PTSD symptomology. ConclusionsThe prevalence of PTSD symptomology in this sample was similar to previous reports using surgeon samples (15%-22%). In the face of the COVID-19 pandemic, stress was not directly related to infectious concerns but rather to the collateral challenges caused by the pandemic and unrelated demographic factors. Understanding factors increasing stress in acute care surgeons is critical as part of pandemic planning and management to reduce burnout and maintain a healthy workforce.

Rewarding safety performance: Improving safety or maintaining beliefs?

The enduring link between the annual cash bonus and safety metrics that is common practice across the oil and gas industry, and in some other domains, is in part due to job market pressures, and possibly supported by a self-reinforcing belief system. The current study aims to investigate the contemporary annual cash bonus practice in the oil and gas industry from the perspective of the employees and managers, regarding both the perceived value of bonus payments and the influence these have on safety. Forty-eight employees participated in semi-structured interviews in which they described their sense of the impact of the bonus scheme on safety and what could be improved. The results of the case study indicate that only a minority of the frontline properly appear to understand the link between safety performance and their annual bonus payment. Even for those with an understanding, positive safety behaviours are not directly encouraged by the bonus since the incentives are linked to the absence of incidents and are not relevant to the workers’ daily activities. There is strong evidence for a negative impact on incident reporting, both through under-reporting and reclassification of incidents. However, the current practice is considered valuable by the respondents as it signals the importance of safety alongside production and profit. Taken together, the results suggest that the contemporary annual cash bonus practice should be discontinued in the long term because of the limited influence on safety behaviour and potential adverse effect on safety outcomes, simultaneously ensuring that the commitment to safety is communicated through alternative means.

SISTEM INFORMASIPENDUKUNG KEPUTUSAN PEMILIHAN PELANGGAN TERBAIK MENGGUNAKAN METODE SIMPLE ADDITIVE WEIGHTING (SAW) PADA MINIMARKET UTAMA KENDAL

The Kendal Main Minimarket, which is located at Sendang Kulon Village, RT 02/02, Kangkung District, Kendal Regency, is an alternative place to shop and look for daily needs. The obstacle faced by the company is the selection of active customers who are given an annual bonus at random, therefore there are still many customers who complain because they feel they often shop but do not get the annual bonus.
 Based on this research, the authors designed and made the application of the best customer selection decision support system using the Simple Additive Weighting method with the aim of making recording and selecting customers easier and more effective. This application uses notepad++ software as a text editor and MySQL database.

Economic analyses of milk production among members and non-members offarmer collectives in Saurashtra

Primary data collected for 2019-‘20 from 416 members and non-members of dairy farmer collectives (where farmers come together to market their milk collectively – this study considers a co-operative union and a milk producer company – both prominent forms of farmer collectives) in Saurashtra region of Gujarat are used to work-out the cost and returns in milk production from local cow and buffalo, and across dairy farmer categories. The analyses reveal that farmer collective organizations like co-operatives and producer companies are profitable in case of both local cow and buffalo milk production, and also for the small (1-3) and medium (3-6) herd-size category (in Standard Animal Units or SAU) of farmers. Both the overall average feed cost and Total Variable cost (TVC) per animal per day incurred by members is 12 per cent and 11 per cent less than that of non-members, respectively. Members of the co-operative receive annual bonus and members of the producer company receive annual dividends and cash incentives; with this additional benefit received by the members, their total return per litre is 25 per cent more than that of non-members. The overall average annual net returns from dairy per household for members are higher at Rs. 11,641/- compared to the returns of non-members at Rs. 3955/-. Expanding the reach of farmer collective organizations would benefit more dairy farmers by making dairy a more profitable enterprise for them.

Farmers’ preferences for result-based schemes for grassland conservation in Slovenia

Government-funded payments for ecosystem services (PES) have increasingly been used to facilitate transactions between users of environmental services and their providers. In order to improve the link between payments and the service provided, some countries in the EU have promoted result-based schemes (RBS), which remunerate farmers for ecological results, as part of their agricultural policy. Since PES programs are voluntary, it is important to understand farmers’ responses before more large-scale implementations of RBS are initiated. Using a choice experiment and a mixed logit model, we elicited the preferences of farmers in two Natura 2000 sites in Slovenia for different design elements of a hypothetical scheme for dry grassland conservation. We found that the majority of farmers preferred the result-based approach over the management-based scheme both in terms of payment conditions and monitoring; one group of farmers preferred the RBS very strongly (average WTA of more than 500 EUR/ha/yr) and another group less strongly (average WTA about 200 EUR/ha/yr). Farmers also showed a higher preference for on-farm advise and training in small groups than for lectures, which would be offered to a larger audience. A collective bonus, which would incentivise coordination and could potentially increase participation rates in the scheme, significantly influenced the farmers’ willingness to adopt the scheme. However, the estimated average WTA was comparable or lower than the 40 EUR/ha annual bonus payment. Older farmers and those who managed small and semi-subsistent farms were significantly more likely to be highly resistant to scheme adoption no matter its design.

Penerapan Metode Simple Multi Attribute Rating Technique Pada Pemberian Bonus Tahunan Karyawan

Employees are one of the most important aspects of a company. Quality employees will improve the quality of the company. To encourage employees to give their best to the company, companies can give bonuses to their employees. PT Budi Gema Gempita (BGG) is one of the companies that provides annual bonuses to its employees. In determining which employees will receive bonuses, PT Budi Gema Gempita (BGG) still uses paper to make an assessment. a decission support system is needed which can help Budi Gema Gempita (BGG), especially Human Resource Development (HRD) and division heads in the process of giving bonuses. The Simple Multi Attribute Rating Technique (SMART) method will be used because of its simplicity at responding to the needs of decision makers and how it responds. SMART is a multi-criteria decision method and a linear additive model to predict the value of each option. The use of SMART method is expected to provide the best recomendations for leaders to provide bonuses to employees

Primary care bonus payments and patient-reported access in urban Ontario: a cross-sectional study.

Background:Rurality strongly correlates with higher pay-for-performance access bonuses, despite higher emergency department use and fewer primary care services than in urban settings. We sought to evaluate the relation between patient-reported access to primary care and access bonus payments in urban settings.Methods:We conducted a cross-sectional, secondary data analysis using Ontario survey and health administrative data from 2013 to 2017. We used administrative data to calculate annual access bonuses for eligible urban family physicians. We linked this payment data to adult (≥ 16 yr) patient data from the Health Care Experiences Survey to examine the relation between access bonus achievement (in quintiles of the proportion of bonus achieved, from lowest [Q1, reference category] to highest [Q5]) and 4 patient-reported access outcomes. The average survey response rate to the patient survey during the study period was 51%. We stratified urban geography into large, medium and small settings. In a multilevel regression model, we adjusted for patient-, physician- and practice-level covariates. We tested linear trends, adjusted for clustering, for each outcome.Results:We linked 18 893 respondents to 3940 physicians in 414 bonus-eligible practices. Physicians in small urban settings earned the highest proportion of their maximum potential access bonuses. Access bonus achievement was positively associated with telephone access (Q2 odds ratio [OR] 1.18, 95% confidence interval [CI] 0.98–1.42; Q3 OR 1.34, 95% CI 1.10–1.63; Q4 OR 1.46, 95% CI 1.19–1.79; Q5 OR 1.87, 95% CI 1.50–2.33), after hours access (Q2 OR 1.26, 95% CI 1.09–1.47; Q3 OR 1.46, 95% CI 1.23–1.74; Q4 OR 1.77, 95% CI 1.46–2.15; Q5 OR 1.88, 95% CI 1.52–2.32), wait time for care (Q2 OR 1.01, 95% CI 0.85–1.20; Q3 OR 1.17, 95% CI 0.97–1.41; Q4 OR 1.27, 95% CI 1.05–1.55; Q5 OR 1.63, 95% CI 1.32–2.00) and timeliness (Q2 OR 1.29, 95% CI 0.98–1.69; Q3 OR 1.29, 95% CI 0.94–1.77; Q4 OR 1.58, 95% CI 1.16–2.13; Q5 OR 1.98, 95% CI 1.38–2.82). When stratified by geography, we observed several of these associations in large urban settings, but not in small urban settings. Trend tests were statistically significant for all 4 outcomes.Interpretation:Although the access bonus correlated with access in larger urban settings, it did not in smaller settings, aligning with previous research questioning its utility in smaller geographies. The access bonus may benefit from a redesign that considers geography and patient experience.

Sistem Pendukung Keputusan Penentuan Bonus Karyawan Dengan Metode SAW Pada PT. Delima Makmur Aceh Singkil

Decision Support System (SPK) becomes a system that is always needed for companies in determining a decision, one of which is in determining the annual bonus for employees. PT. Delima Makmur Aceh Singkil in determining employee bonuses every year is still processed manually and assisted by the number and letter processing application, so the results of the calculation of employees who receive bonuses often do not match the criteria and performance of the employee. Bonus calculation results often affect the personal relationship between employees and managers or superiors. Regarding the problems needed a decision support system that can result in proper and transparent decisions in determining employees who receive annual bonuses from the company. The method used in the process of calculating bonus determination is the Simple Additive Weighting (SAW) method. The system making model uses a waterfall model and the system design model used is UML. The programming language used in making systems is PHP (Hypertext Preprocessor), and MySQL as a database, and system testing with the Black Box testing method. The results of the study are the SPK system makes it easier for companies in the assessment process and calculation of employee bonus determination in accordance with employee criteria and performance. This SPK system can provide transparent assessments and calculations in determining the bonus received by employees

Decision Support System for Giving Annual Bonus at PT. Vizta Pratama by Using the Analytical Hierarchy Process (AHP) Method

PT Vizta Pratama Bengkulu is a branch of a franchise company engaged in family karaoke entertainment services, founded by a well-known dangdut singer, Inul Daratista and starting its first operation in 2005 in Kelapa Gading area. PT. Vizta Pratama Bengkulu has not used the Decision Support System Application. The decision to determine the recipient of the annual bonus is only to calculate the total value based on 3 criteria, namely responsibility, discipline, honesty without using a decision support method, therefore sometimes it is felt that the giving of employee annual bonuses is not right on target. Decision support system for giving annual bonus at PT. Vizta pratama using the analytical hierarchy process (AHP) method is a desktop-based application that has implemented the AHP (Analytical Hierarchy Process) method, this application runs on a Windows operating system created using the Visual Basic .NET programming language and SQL Server 2008r2. This application can be used to assist in the assessment process in determining the annual bonus at PT. Vizta Pratama Bengkulu where this application uses 4 predetermined criteria and then processed using the AHP (Analytical Hierarchy Process) method so as to produce values that will be ranked. Based on the results of the Blackbox testing that has been carried out, it can be concluded that the decision support system for providing annual bonuses at PT. Viztapratama by using the analytical hierarchy process (AHP) method is able to run well and can overcome data input errors by users and the SPK application with the Analytical Hierarchy Process method has provided effective results in accordance with the results of calculations using paired comparisons of 4 criteria where the comparison of pairs of criteria must produce consistent weighting criteria.

Pengaruh Pemberian Insentif terhadap Motivasi Kerja Pegawai pada Kantor Lembaga Penjaminan Mutu Pendidikan (LPMP) Bandar Lampung

Human resources have a very important role in an agency, for that in order for the agency to achieve goals as expected, high employee motivation is needed. Generating a high employee motivation is not easy to implement. Therefore, employees should be given appropriate incentives so that the desired employee motivation can be achieved. The provision of incentives can be done by providing annual bonuses, employee welfare, and promotions. As for the main problem with this research is "does the provision of incentives affect the work motivation of employees at the Office of the Education Quality Assurance Institute (LPMP) Bandar Lampung?" In line with the main problem, the authors propose the hypothesis "There is a positive influence between the provision of incentives on employee motivation at the Office of the Education Quality Assurance Institution (LPMP) Bandar Lampung". In the research that the author did, the research variable was the provision of incentives as the independent variable (X) while employee motivation as the dependent variable (Y). Furthermore, the proposed sample is 26 employees which is 25% of the total population, namely 105 employees. The type of research in this writing is qualitative and quantitative research with the method used is to collect data by means of surveys or field research. While the data collection techniques by means of observation, documentation, interviews and questionnaires. Then to test the hypothesis using qualitative and quantitative analysis which is the type of this writing, with statistical formulas. Quantitative analysis using the product moment formula and obtained: rxy product moment = 0.714. Confused with the level of evenness of the 2 variables being at a high level of closeness, it means that the incentive distribution has a very high relationship with employee performance. To find out the effect of giving incentives on employees' work motivation, using a determinant coefficient with a result of 51%, while other factors 49% were not examined including leadership style, office layout, atmosphere (work climate) of employees. Keywords: incentives, work motivation, Education Quality Assurance Institute

The Relationship Between Medicare Advantage Star Ratings and Enrollee Experience.

Medicare Advantage plans, private managed care plans that enrolled 34% of Medicare beneficiaries in 2019, received $6 billion in annual bonus payments on the basis of their performance on a 5-star rating system. Little is known, however, as to the extent these ratings adequately capture enrollee experience. To measure the effect of exposure to higher rated Medicare Advantage contracts on enrollee experience. An instrumental variables analysis using MA contract consolidation as an exogenous shock to the quality of plan enrollees are exposed to. A total of 345,897 MA enrollees enrolled in non-consolidated contracts and 21,405 enrollees who were consolidated. The primary exposure was enrollee star rating, instrumented using contract consolidation. The primary outcomes were enrollee self-reported experience measures. There were no significant effects on increased star ratings on 23 of 27 outcomes. A one-star increase in contract star rating leads to a 5.4 percentage point increase in reporting that pain does not interfere with daily activities (95%CI 2.4, 8.4), and a 4.4 percentage reduction in the likelihood that a physician would talk to the enrollee about physical activity (95%CI: -7.8, -1.1, all p<0.05). A one-star increase in contract star rating led to an 8.4 percentage point reduction in achieving the top score on the received needed information index (95%CI: -16.4, -0.4), and a 1.8 percentage point reduction in responding with the lowest score for the overall rating of care (95%CI: -3.5, -0.1). Exposure to a higher rated MA contract did not appreciably increase enrollee experience. Policymakers should consider reassessing how these ratings and associated bonus payments are currently calculated.

Operating Cash Flows and Earnings Target Revision: Evidence from Annual Cash Bonus Plans for CEOs

ABSTRACTWe empirically examine the impact of operating cash flows on future earnings targets in CEOs' annual cash bonus plans. Using target and actual compensation earnings-per-share disclosed in proxy statements of large U.S. public firms, we find operating cash flows have no significant incremental effects on the revision of future earnings targets in the presence of current earnings. We observe a positive association between future target achievability and current operating cash flows, indicating that firms with higher operating cash flows set significantly easier future earnings targets for CEOs. These findings suggest that the higher persistence of operating cash flows in predicting future earnings is not fully incorporated into target setting. Further analyses reveal that the positive association between future target achievability and current operating cash flows is attributable to both expectation bias and contractual considerations to reward CEOs who deliver greater cash flows and to limit activities that sacrifice cash flows.Data Availability: Data are publicly available from sources identified in the article.JEL Classifications: M41; J33.

Investigating the relationship between management forecasting of profits and management incentives with managers' risk-taking in companies listed on the Tehran Stock Exchange

&#x0D; &#x0D; &#x0D; &#x0D; &#x0D; The purpose of this study was to investigate the effect of management forecasting of profit and managerial motivations on managers' risk-taking in companies listed on the Tehran Stock Exchange. The research method was correlational in nature and content of a research. The method of this research was descriptive and correlational based on composite data and multivariate regression statistical method was used to examine the relationship between independent and dependent variables. Data analysis was performed based on the method of studying composite data, regression of composite data with fixed effects (panel). The statistical population of this study was the companies listed on the Tehran Stock Exchange in the period from 1392 to 1397. Using elimination screening sampling method, 106 companies were studied as a statistical sample size. Data analysis and processing was performed using Eviews10 software and the results showed that fluctuations in management's estimate of the CEO's percentage of dividends, annual bonuses paid to managers on managers' risk-taking in companies listed on the Tehran Stock Exchange. It has a significant effect.&#x0D; &#x0D; &#x0D; &#x0D;

Implementation of PROMETHEE Method for Employee Performance Assessment System

PT Trimba Engineering is a company which turns on field of the repair and maintenance modules for various telecommunications devices and transmissions to aviation navigation systems. The firms, does an annual audit to assess employees performance that the outcomes of their performance will determine whether they acquire an annual bonus or not. Performance assessment is divided by five achievement categories which are Special, Excellent, Good, Enough, and Poor. But, those who get a bonus, if the outcomes of the performance assessment obtained is Special (two time salary), Excellent (one time salary), and Good (half salary). The performance assessment over five that achievement categories, still have any error in manage of its data. There is no ranking for outcomes of performance assessment obtained. And, it only focuses on the first criteria, but the employee is not necessarily excellent to several other criteria. In this research, the assessment uses a Promethee method, which it done based on three criteria such as technical performance, task execution, and personality. Each criterion has twenty one sub-criteria. The final result according to employee assessment performance obtains by using Promethee with comparize between an alternative with others, then looking for a deviation in order to compute a value of leaving flow, entering flow, and net.

The Pecuniary Interests of PTAB Judges - Empirical Analysis Relating Bonus Awards to Decisions in AIA Trials

Unlike Administrative Law Judges presiding over adjudications in administrative tribunals operated by other Federal agencies, Administrative Patent Judges (APJs) at the Patent Trial and Appeals Board (PTAB) of the U.S. Patent Office receive bonus awards of up to 20% of their base salary. This article details the features of the PTAB bonus plan and reports on an empirical analysis of the relationship between the annual bonus awards of individual APJs and the type of decisions they made in the year. The study found that in fiscal year 2016, PTAB judges involved in AIA trials earned a median of more than 14% of their base pay in bonus awards tied to their role as adjudicators. The article discusses case law holding that this substantial fraction per se implicates potential due process violation. In addition to these concerns, APJs appeared to have earned an average bonus of $255 per decision when granting institution, but only an average of $208 per decision when denying institution. They also appeared to have earned an average bonus award of $314 per Final Written Decision when canceling patent claims, but only an average of $2 per Final Written Decision when upholding all patent claims. It is shown that this resulted in an annual average APJ pecuniary bias totaling $5,760 out of an average annual APJ bonus of $21,166. A separate analysis of expanded panel decisions (decisions of panels with 4 or more APJs) revealed that on average, the select few APJs that participated in expanded panel decisions appeared to have been remunerated for decisions made in expanded panels with a “premium” of more than $64 per decision above the bonus they received for just making the decision. This article reveals for the first time in public the existence of a secret extra-panel review committee of the PTAB called the AIA Review Committee (ARC). The ARC receives for review Final Written Decision drafts prior to issuance, reviews and provides comments to the APJ panel through ex-parte communications that are concealed from the parties. Finally this article also discusses the apparent effort of the PTO to mischaracterize and play down the large magnitude of the PTAB bonus awards.

Performance Target Difficulty and Fourth-quarter Performance

Prior studies often examine the association between performance and various measures of incentive strength. We argue that target difficulty is another important but often overlooked driver of managerial performance. Using data on earnings targets in annual bonus plans, we construct and validate an empirical measure of beginning-of-year target difficulty and find that it is negatively associated with environmental uncertainty, retention concerns, and CEO entrenchment. We also test and reject the null hypothesis that target difficulty has no effect on fourth-quarter performance. We find that beginning-of-year target difficulty is positively associated with target difficulty at the end of the third quarter which is in turn associated with abnormally strong fourth-quarter performance. We also provide evidence that abnormal performance in the third quarter reverses in the fourth quarter and that this reversal is stronger when targets are moderately challenging (neither too easy nor too difficult to achieve). Finally, we show that much of the reversal in abnormal performance associated with moderately challenging targets can be explained by reductions in fourth-quarter performance following abnormally favorable third-quarter performance.

SISTEM PENDUKUNG KEPUTUSAN DALAM PEMBERIAN BONUS BERDASARKAN PENILAIAN KINERJA KARYAWAN PADA CV. ABC DENGAN MENGGUNAKAN METODE ANALITYCAL HIERARCHY PROCESS (AHP)

In each company, agency, organization or business entity will provide a salary as compensation for the work of an employee, in addition to providing basic salary to employees, each agency often provides a bonus in addition to the basic salary to boost the performance and work productivity of its employees. The method for giving bonuses is by evaluating employees who meet the criteria by the leadership, bonuses will be given after an annual evaluation of the employee's assessment. The criteria that will be used to determine which employees have priority in order to get bonuses include attendance, appearance, discipline, communication, cooperation. In addition to still using conventional systems, the closeness of leaders and employees often results in decisions that are different from what they should be. This causes the results of their decisions to be incorrect. The problem in this research is how to build a decision support system using the Analytical Hierarchy Process (AHP) method. This method was chosen to help company leaders determine which employees are entitled to receive an annual bonus based on predetermined criteria.

Solusi Atas Problematika Perilaku Budgetary Slack Ditinjau Berdasarkan Etika Akuntan Manajemen

This article objective to find solution for the problematic of budgetary slack behavior based on management accountant ethics. This article examines the problem of budgetary slack and then connecting with management accountant ethics and ends with the preventive solution. This research using qualitative approach with descriptive methods. This article finds that if it's related to management accountant ethics, sanctions for violating the principles of integrity, objectivity, confidentiality, and professionalism are by reducing the annual bonus, rotating positions, demoting positions, and the most extreme by dismissing the employee. Prevention efforts can be done by improving the ethical work climate. While, the violation of the competency principle is by giving warning letter with sanctions for reducing the annual bonus and rotating positions in other divisions. Prevention efforts can be done are providing education and training to improve the competence of the accountants.&#x0D; Keywords: Solution; Budgetary Slack; Management Accountant Ethics.

Pengaruh Budaya Organisasi terhadap Lingkungan Kerja pada PT BRI Syariah Kantor Cabang S. Parman Medan

Based on the results of observations and discussions regarding Bonus Giving and Influence on Performance of employees of PT. BRI Syariah Branch S. Parman Medan is as follows:1. Policy of PT. BRI Syariah Branch S.Parman Medan in giving bonuses to employees is to provide the type of employee motivation at PT. BRI Syariah Branch S.Parman Medan by:a. Oral giving in the form of praise given by superiors.b. The giving of materials is by raising salaries, bonuses and incentives.c. Holding competition among employeesd. Provide adequate work facilitiese. Conducting periodic coaching by atassan directly by each boss.While the factors that lead to the giving of bonuses on the employees is the work of work, achievement in work, responsibility in work, words in work, cooperation between employees and companies and leadership in work.2. The form of bonus that is given to employees of PT. BRI Syariah Branch S. Parman Medan is an annual bonus, bonus achievement, bonus retention and profit sharing.3. The effect of bonuses on the performance of employees of PT. BRI Syariah Branch S. Parman Medan is to improve employee performance, improve its standard of living with the receipt of payments outside of basic salary and improve employee motivation so as to encourage them to perform better in work.Thus, the influence of bonuses or incentives on the performance of employees of PT. BRI Syariah Branch S. Parman Medan can be explained by several factors. Based on the research results, the highest score is found in the material incentive indicator (material). PT Bank BRI Syariah Medan provides incentives to employees if employees reach the target set by the company.