Case:
Feiteng Company has a fairly complete evaluation system for employees. The company evaluates its employees every month, every quarter, and every year, and everyone knows where they are. The first category accounts for 10%. They are outstanding contributors to their work this month and have a score of A+; the second category is the second category, with A score of 15%; the third category is ordinary performance employees, accounting for 50%, with a score of B+, followed by the fourth category, which accounts for 15%. The company needs to sound the alarm for them and urge them to make progress and score B; The fifth category is the worst, accounting for 10%, with a score of C. According to the performance evaluation, every employee will know which category they are in, so that no one will complain about not being appreciated. At the end of the year, based on the comprehensive results, the first category of employees will receive excess year-end bonuses and promotion opportunities; about 90% of the second category and 50% of the third category will receive year-end bonuses of 1-3 months' salary, and there will be no rewards for the fourth and fifth categories of employees. Charts can be made based on the performance of employees, and Feiteng can clearly reward and punish employees. Every year, some people in Feiteng will be laid off at the end of the year. Feiteng Company implements a last-place elimination system to remove the worst-performing employees of the year. In doing so, in addition to ensuring the quality of employees, it also gives all employees a sense of urgency and pressure to do a better job. For senior management, Feiteng encourages them to compete with each other at work, but do not have personal grievances.
In addition to strict evaluation, Feiteng Company also has a wealth of training for employees, so that employees can understand the company in all directions and improve themselves. For example, Feiteng's core trainees, called the "New Family" program, are a training for candidates for the core quasi-management of corporate content. They enter the company from the beginning of the new graduates. After various training and rotations of the company, they work at the Shenzhen headquarters for a period of time, then transfer to various projects to exercise, and finally assign to various management positions, thus forming their own core management network.
Question:
Combined with the above materials, apply the learned incentive theory to discuss where is the incentive mechanism of Feiteng Company? Is it applicable to all companies?