By Matt Perez
Salaries and bonuses are an expense that,
Roman soldiers of yore were paid with sal, “salt,” and that is where the word “salary” comes from. ∇ 
Capital is money that makes money. The new money is popularly called profits. Profits (i.e., really dividends) go up to the owners.
To start a business, the boss either has capital or convinces people with capital to give him some. Then a business is born. Obviously, this is all a high-level sketch of what happens, but it serves to illustrate the point that,
With this capital, the boss now buys machinery, hires people, and he gets an office building (maybe not, post-COVID19).
See what happened here: I wrote “hires people” and you didn’t even blink. It’s the normal thing.
Here is the traditional, Fiat ∇  view,
The question you have to ask yourself is: why don’t the workers get any of these dividends? The response might be, Well, smart businesses are generous and they earmark some of these dividends as bonuses for the workers.
Of course, the distribution of bonuses is never equal, because people don’t contribute equally. It is up to the boss to determine what the correct distribution should be. The problem is that the boss has only his own perspective to make that decision. Even when the lesser bosses influence the distribution, they will most likely not know all the contributions made. In any case, the bonus distribution decision is made by a handful of people.
Bonuses are always problematic. I used to think that it was because “I didn’t get enough.” Instead, it is mostly because,
Again, this is so because as fair and even handed as the bosses might be, they are not perfect and they don’t see all the contributions that are happening all around them.
The simpler alternative is not to pay a bonus. And, as your organization matures, there’s not even a need to pay salaries.
Instead of giving a “bonus,” set up a system that recognizes contributions, and rather than a handful of bosses, have everybody recognize contributions as they notice.
At “bonus” time, the number of recognitions, which we call RADs, determines what percentage of the bonus fund each person receives.
It is key that you make the distribution completely transparent and easily available to everybody. This way, anybody can raise questions, ask for clarification, and detect cheatin’.
As your organization matures and gets comfortable with the working of RADs, the next step is to reconsider salaries.
A “salary” is a predictable wage in exchange for doing as the boss says. You can replace it with a Predictable Recurring Income (PRI) that each person takes home.
It works like this,
The PRI functions like a salary,
We had a lot of back and forth over whether or not the debt to the PRI fund was personal or not. I still believe that this scales only as a personal debt and not as a shared debt.
In other than a very small group, sharing a debt would make everybody responsible for the debt accumulated by people they don’t know and they probably don’t trust. People would either be quietly bothered by it, or want to know things like, “Who is this Julio person and why is his PRI so high?” Think of what it would be like with hundreds or even thousands of people.
As a personal debt, on the other hand, everyone can figure out what works for them and decide accordingly. Maybe Julio starts high but then he brings his PRI down once he realizes that he had jacked it up out of unexamined fears. Or maybe he keeps it high because he is paying for his sister’s school and is willing to bear the debt for a while longer. No matter, he knows and he is responsible for his choices.
There are many other set ups that you can experiment with.
Fiat means “a decree, command, order.” See,
<https://www.etymonline.com/search?q=fiat>