In these years, more and more organizations adopt ¡§pay for performance programs¡¨ to encourage employees to increase their performance in order to survive from the intensively industrial competition. For the organizations which value the sales performance as nuclear operating target, pay for performance programs seem to work out fairly. However, organizations still need to figure out if the pecuniary compensation really relate to employees¡¦ performance and if the pecuniary compensation really encourage employees for better performance which are also the main discussions for this research. The characteristics of real estate industrial is that the realtors¡¦ performance directly relate to the continuity of the organization. Therefore, this research conducts realtors to discuss the connection between performance contingent compensation and sales personnel performance. This research also discusses if performance contingent compensation would indirectly affect sales personnel performance by working motivation. At the same time, it discuesses how the performance contingent compensation affects sales personnel performance accroding to the differentiation of their personal reward orientation and sales control system in the organizations. This research is conducted through opinion survey to realtors in Taipei, Taichung, and Kaohsiung City. Within the total number of 500 copies of questionnaires, 425 copies are retrieved, and 346 copies are valid. With statistics analysis, the findings of the research are summarized as follows: 1.Performance contingent compensation has positive impact on behavioral performance. 2.Performance contingent compensation has positive impact on outcome performance. 3.Performance contingent compensation has positive impact on task enjoyment and compensation seeking from the aspect of working motivation, but it has unapparent impact on challenge seeking and recognition seeking. 4.Behavioral performance has positive impact on challenge seeking, task enjoyment, and compensation seeking from the aspect of working motivation, but it has unapparent impact on recognition seeking. 5.Outcome performance has positive impact on challenge seeking, task enjoyment, compensation seeking, and recognition seeking from the aspect of working motivation. 6.Working motivation mediates the relationship between performance contingent compensation and sales personnel performance. a. Working motivation mediates the relationship between performance contingent compensation and sales personnel behavioral performance. b. Working motivation mediates the relationship between performance contingent compensation and sales personnel outcome performance. 7.Reward oriented has unapparent interference effect on performance contingent compensation and behavioral performance. a. Intrinsic reward oriented has unapparent interference effect on performance contingent and behavioral performance. b. Extrinsic reward oriented has unapparent interference effect on performance contingent and behavioral performance. 8.Reward oriented has unapparent interference effect on performance contingent compensation and outcome performance. a. Intrinsic reward oriented has unapparent interference effect on performance contingent and outcome performance. b. Extrinsic reward oriented has unapparent interference effect on performance contingent and outcome performance. 9.Sales control system has interference effect on performance contingent compensation and behavioral performance. a. Activity control has negative interference effect on performance contingent and behavioral performance. b. Capability control has negative interference effect on performance contingent and behavioral performance. 10.Sales control system has interference effect on performance contingent compensation and outcome performance. a. Activity control has unapparent interference effect on performance contingent and outcome performance. b. Capability control has negative interference effect on performance contingent and outcome performance.