Although most production and logistics workers say that a pay model combining a fixed base salary with a bonus gives them a relative sense of security, nearly one in five considers it unpredictable and insufficient. Only 7.8% of respondents describe this system as clearly stable, according to the Gi Group report “Wages of Blue-Collar Workers in Production and Logistics.” The findings highlight the growing importance of transparent pay rules and predictable income—including when it comes to variable components.
Bonuses can motivate—but not everyone, and not to the same extent
Gi Group’s data show that the effectiveness of bonuses as a motivational tool varies significantly and depends strongly on demographics and income level. Contrary to the assumptions of many employers, bonus schemes are not widely seen as an unequivocally strong driver of higher engagement.
The highest declared impact of non-wage benefits and bonuses is among employees aged 31–40. As many as 14.9% of them said such incentives motivate them “very strongly,” and 41.8% “quite strongly.” By comparison, among workers aged 18–30, the most common answer was “to a moderate extent” (38.8%), while only 10.2% reported the highest level of motivation. In the 50+ group, additional benefits play a far smaller role: 6.3% selected “very strongly,” while as many as 21.9% chose the two lowest points on the scale.
Perceptions also differ by earnings. The most motivated by bonuses are employees taking home PLN 5,001–6,000 net: 43.1% rated bonuses as “quite strongly” motivating and 11.8% as “very strongly.” Among those earning below PLN 4,000 net, the combined share of the two top responses was 36.9%, suggesting that this mechanism is less effective for lower-paid workers.
Gender differences are visible as well. Men more often than women selected “quite strongly” (38.4% vs. 34.6%). Women, however, more frequently chose the highest level of motivation—18.5% compared with 9.6% among men. At the same time, men more often reported no motivational effect at all (6.4% vs. 4.9%).
“The mere presence of a bonus in a pay system is not enough to motivate employees effectively. What matters most is how the scheme is designed—whether it is based on clear, understandable rules and whether the employee can influence the outcome. If bonus criteria are transparent and linked to real performance, the bonus does its job. Otherwise, it creates a sense of arbitrariness and unfairness, which can be demotivating,”
says Anna Wesołowska, Managing Director at Gi Group.
A bonus does not always mean security
A “base salary + bonus” model triggers mixed reactions among production and logistics employees. Only 7.8% of respondents say it definitely guarantees financial security, while 49% view it rather positively. At the same time, 20.8% consider it insufficient, and 22.3% cannot give a clear opinion. Responses also differ by gender: a positive view is expressed by 60.8% of men and 50.6% of women. Among female workers, uncertainty is noticeably more common—one in four avoids a clear declaration, and 23.4% describe this pay model as unstable.
Age matters too. The strongest sense of financial security within such a structure is declared by employees aged 50+—68.8% believe it performs its function. In the 41–50 group, the figure is 58.6%, and among the youngest workers (up to 30) it is 59.2%. The most critical group is 31–40: only 47.8% assess the model positively, while as many as 28.4% do not see it as a source of stability.
Income level also shapes perceptions. The highest trust in the “base + bonus” formula is reported by those earning PLN 6,001–8,000 net—70.5% rate it favorably. Among employees below PLN 4,000 net, the share is 57.9%, and nearly one in three signals uncertainty or an outright negative attitude toward such a solution.
“Financial stability in employees’ eyes is not only about the level of pay, but also about predictability. A bonus that is uncertain and hard to estimate does not provide the same sense of security as a fixed salary. This is especially visible in responses from lower-income employees and younger age groups,”
comments Weronika Ziętara, Branch Manager at Gi Group.
What discourages employees from bonuses?
Bonus systems can become demotivating if they are unclear, unfair, or dependent on external factors beyond an employee’s control. As many as 47.6% of respondents say the main source of frustration is that the bonus depends on factors they cannot influence. The second most frequently cited issue is that the bonus is too low (38.3%). Other reasons include unequal treatment (29.6%) and a lack of transparent rules (23.8%). One in five respondents admits that the bonus stops being a reward and becomes an expected part of pay (22.8%), significantly reducing its motivational value.
“It is not only the bonus amount that determines its motivational potential, but also a sense of agency and trust in how it is awarded. Employees want to know exactly what they can earn a bonus for and to be sure that the criteria are clear, transparent, and appropriate for the specifics of their roles. If these conditions are not met, a bonus stops being an incentive and becomes a source of frustration,”
explains Agnieszka Żak, Regional Director at Gi Group.
Workers prefer a higher base salary over the promise of a bonus
Gi Group’s survey clearly shows that production and logistics workers strongly prefer predictability and stability. As many as 79% of respondents would rather receive a higher base salary at the expense of potentially higher bonuses. Only 13% would opt for a lower base salary coupled with the potential for higher variable pay.
Preferences are shaped by demographics. Men are more willing than women to accept a lower fixed salary if it comes with the opportunity to earn higher bonuses. Women, in turn, more often prefer a higher base with lower bonuses. A similar approach is observed among younger employees, who value financial predictability at an early stage of their careers.
Interestingly, the greatest openness to a bonus-heavy model is found among those aged 41–50 (17.2%) and among respondents earning PLN 6,001–8,000 net—nearly one in five people in this group accepts a stronger dependence of income on results. This may indicate greater professional confidence or better experiences with existing bonus schemes among more experienced or better-paid employees.
Bonus size isn’t everything—transparency is
The conclusions of the Gi Group report are clear: the presence of a variable pay component alone is not enough to build engagement or a sense of security. Transparency is becoming an increasingly important pillar of pay systems—employees expect clear rules, understandable criteria, and financial predictability. A bonus loses its appeal if it is hard to forecast and unclear—even if it is paid regularly. For companies, the key issue will not only be whether they offer bonuses, but above all how those bonuses are designed, communicated, and implemented.
About the report
Gi Group’s report “Wages of Blue-Collar Workers in Production and Logistics” was prepared using Statistics Poland (GUS) data, information from more than 60 companies with diverse business profiles, recruitment portal data, and candidate declarations. The analysis uses up-to-date job offer data collected in October 2025, reflecting current market conditions and employer expectations. The report presents monthly base salaries in gross amounts, including minimum and maximum values, as well as typical bonus ranges for specific roles. It also includes findings from a SW Research survey conducted via the CAWI method on 9–14 October 2025 among 206 production and logistics workers paid in a “base + bonus” system.
Source: ceo.com.pl
