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My experience has been that it all comes down to who you're working for - some people make good on promises of a reward, most people do not. Importantly also -

My experience has been that it all comes down to who you're working for - some people make good on promises of a reward, most people do not. Importantly also - nearly all people will not offer a substantial reward unprompted. If you want something for working your ass of, you need to explicitly demand it, in specific terms (ex., don't ask for "a bonus", get a firm number). A great many managers (arguably, most managers) are in the habit of making promises for rewards that they are either unable or unwilling to keep. My suggestion for people is to figure out which kind of people you're dealing with early on in a job - observe carefully how casually they promise things, and how frequently they live up to these promises. Calibrate your expectations accordingly.

porpoisemonkey 10y ago
> Importantly also - nearly all people will not offer a substantial reward unprompted. If you want something for working your ass of, you need to explicitly demand it, in specific terms (ex., don't ask for "a bonus", get a firm number). This is a really good point. This may be controversial to say but I suspect that this sort of assertive and open negotiation for future reward is part of the reason for the gender pay gap in software. For better or worse, I find that in most cases my male colleagues tend to layout more detailed expectations for compensation in advance of any salary renegotiation (promotion, raise, bonus, etc.) and to make themselves heard when they're not satisfied. In the interest of full disclosure I am male so it could also just be that I am inexperienced with other biases relating to gender.