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Debate over executive compensation
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Recommended: Debate over executive compensation
The McGraw-Hill Irwin, “AFLAC and CEO Dan Amos,” video, is quite an informative one as it relates to the AFLAC company and it top level manager. It deals with the way in which Chief Executive Officer Amos, runs the day-to-day business of AFLAC. It speaks on how Mr. Amos, who is a top level manager is a risk taker. Mr. Amos is now taking a big risk in allowing the stockholders of AFLAC to vote on his compensation packet. Not only will the decision that is made by the stockholders affect his professional life, but it will have an impact on his personal life as well. However, many Chief Executive Officers in one day earn more than an average employee earns in one year. In the video is also described how executive pay critics complain about the pay of Chief Executives Officers when a company is not doing well.
What principles from this week’s readings tie into the video?
The principles from this week’s reading that I believe tie into the video
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Not only that but, believe that it is so awesome what Chief Executive Officer Amos, is allowing stockholders to vote on the pay package can include salary, bonus, stock options, and deferred compensation. There are not many top level managers that would put their livelihood in the hand of others. To me this speaks volumes about his leadership. The practicality of this type of practice across other corporate environments I believe will receive strong support for their stockholder’s advisory board to vote on the company’s executive pay policies and practices. The only adverse factor that I see is that there may be tension between paying managers what they are truly worth and in a manner that motivates them to disburse their utmost to create shareholder value and not paying managers more than they are truly worth or in a way that distorts their
Employees protested, “that supervisors should have received a reduced bonus because they were not working as hard as they are and the company might be playing with the numbers” (Beer & Collins, 2008 p.6). A beneficial system for the new Scanlon Plan is to rearranged payout count. This will help to regain trust amongst employees and management. Equity Theory stresses integrity to all compensation arrangement and if this is effectively executed, then this will resolve the mistrust issue that employees have with their management team. The rewards should not be paid on a consistent month-to-month basis, instead, on a settled proportion plan, which gives rewards "each nth time the right behavior is demonstrated" (Bauer and Erdogan, 2013, p. 112). Traditionally, this would imply that workers are paid reward each time a specific measure of cash in permitted payroll is met. “The current permitted payroll is at 38% of sales value” (Engstrom, 2008). This requires no change. Instead, when Engstrom comes to a permitted payroll of one million dollars, then 10% of that sum should naturally disbursed to workers as rewards. This tackles numerous past issues with the Scanlon
The ability to track executive pay began at the beginning of the 1930’s. This is when the Securities and Exchange Commission (SEC) began to require disclosure of executive pay (Fryman 2010). Before this time there is really no clear record of remuneration. In 1953, the Revenue Act determined that “restricted” stock options could be taxed at the much lower rate on capital gains (Fryman 2009). Throughout the 1950s, only about 16 percent of the executives were awarded an option in any given year. The frequency of stock option grants has increased steadily since then (2009). They could pay a 25% tax rate on stocks versus a 70 to 90% rate on labor income (2009). The obvious thing to do would be to take the stock options.
This case is about Star River and how the firm is in the middle of financial crisis that was induced by rapid growth. The CEO basically wants to improve the financial health of the company and ask for help to make some decisions. The CEO asks one of the analyst for help in reviewing the historical performance of the firm, forecast financing requirements for the next two years, exercise the forecasting model to identify the key drivers of the assumptions, estimate Star River’s weighted-average cost of capital and lastly to analyze the proposed investment in a packaging machine.
The reason that I chose to do this article is because in class I found the discussion of CEO’s
Executive compensation has come under increasing scrutiny in recent literature in the wake of the growing publicity surrounding managerial failures and executive self-interest. Financial experts have long been examining the problem of aligning the performance of executives with their salaries and benefits. Public discontent with the visible top-heaviness of the compensation structure has brought this issue into the spotlight throughout the business world. Experts point to the flaws of traditional payment schemes and offer a number of different solutions. Shareholder value and the success of the firm can be significantly affected by executive performance. Hence, understanding the advantages and costs of the current trends in executive compensation is crucial to the compensation committee of a Fortune 500 corporation.
Bolton, P., Mehran, H. and Shapiro, J. (2010): "Executive Compensation and Risk Taking”. Retrieved Feb 11, 2011 from http://www.newyorkfed.org/research/staff_reports/sr456.pdf
CEO compensation has been a heated debate for many years recently, and it can be argued that they are either overpaid or that there payment is justified by the amount of work they do and their performance. To answer the question about whether CEO compensation is justified it must be looked at by the utilitarian viewpoint where the good of many outweighs the good of one. It is true that many CEO’s are paid an exorbitant amount of money; however, their payment is justified by the amount of money that they bring back to the company and the shareholders. There are many factors that impact the pay that the CEO receives according to Shah et.al CEO compensation relies on more than just the performance of the CEO, there are a number of factors that play a rule in the compensation of the CEO including the fellow people who help govern the corporation (Board of Directors, Audit Committee), the size of the company, and the performance that the CEO accomplishes (2009). In this paper the focus will be on the performace aspect of the CEO.
After reading the article “This is the most powerful 30-year-old in Boston” I have been given the impression that Dan Koh is a goal oriented, highly intelligent hard worker. Although Koh is only thirty, his determination and industrious personality led him to become The Chief of Staff for Mayor Marty Walsh. This article contained several valuable elements of advice for me to absorb in order to grow as a successful college student. The three most important elements I took from this article is to have an open mind, accept that mistakes will happen, and be very assertive towards a goal you want to achieve.
Seitel stated Circuit City’s management responded to the CFO’s departure by offering an additional cash in of $250,000 on top of his $1,000,000 a year (p.218). Management was more concerned about losing one high up employee, but did nothing to help preserve the jobs of 3,400 sales employees. Management should have been counseled to treat all employees with equality and dignity regardless of position. Interestingly, “The firings…are expected to reduce expenses for the electronics retailer by $110 million in fiscal year 2008” (Mui, 2007). In comparison, Circuit City’s CFO’s salary was $1 million. One top-level manager’s pay was almost equal to the total expenses that firing employees cut. This showed that lower level employees are dispensable and not as valuable to the company as a higher level employee
Does the compensation for Ken Higdon seem excessive” is he like a highly paid executive?
It is concluded that neither of the above proposals are adequate in that any practical benefit that results from the proposal such as employee and shareholder engagement are outweighed by the theoretical impact of increasing the overlap of the organs which would alter the structure of company law. The legal side of directors’ remuneration appears to be sufficient with the directors’ duties legislation acting as an efficient preventative measure for the problems that directors’ remuneration creates. Furthermore, shareholders already must approve several payments as such this could be strengthened to tackle the issue and employees are to some extent taken care of within s172 as such it is these sections that need development rather than directors’ remuneration.
Another reason is the remuneration is driven more by political than economic considerations. Politics is more concerned with cost of personnel and compensation programs are used as political pawns. Politics is not fond of raising taxes, adjusting budgets, cutting off services etc. in order to increase pay wages. Politics affects compensation more than objective merit which does not inspire confidence in compensation
Trimming fat and reducing management layers is inevitable. However, boosting shareholder wealth by stepping on the stakeholders is immoral and unethical. While it is hard to say definitively what the right answer here was, we can examine some of Kidder’s principles of resolving ethical dilemmas to evaluate the decisions made. For example, ends-based thinking, which refers to doing what is best for the masses, was clearly not accounted for in this decision making process. Shareholders and senior management seemed to be the benefactors in CSC’s example. Furthermore, the care-based thinking principle also seems to have been neglected in this decision making process. I would find it difficult to imagine that senior leaders contemplated their proposed behaviors as if they were the object rather than the agent, and consulted their feelings before determining that 40% of the workforce must fall into the category of not meeting expectations (Hughes et al., 2014). Overall, CSC’s decisions were clearly not entirely moral or
Board membership carries responsibilities that involve a lot of risks, and no body will be motivated to set on the board unless there are some justifiable lucrative rewards for being on the board. So directors, whether executive or non executive must be remunerated however the vital question will be how?
Remuneration management is defined as the sum received for an employment or service delivered, this includes the money received on a monthly basis as well as benefits given as rewards (investopedia,para.1 ). Individualism need to be taken into account when implementing these remuneration structures or reward schemes, equal pay plays a role in balancing earnings among the diverse workforce (Shen, Chanda, D’Neetto and Monga,2009,p.241). The Woolworth’s Holdings uphold remuneration policies which have the purpose of making sure to attract and hold on to the best talent, that they are congruent with the strategies of the company and are the determinants of performance during the short and long phases. The policy considers the board members and the employees. This policy manages employees of the company by giving...