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Debate over executive compensation
Debate over executive compensation
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The main objective of this study is to Identify and analyze the relationship between executive compensation and the sustainable future of the respective organizations as a result of granting these compensations. This is considered in a broader scale where not only the company but also the employees and the stakeholders of the company are considered. Before proceeding into details it is worthy to understand what an Executive compensation is. Executive compensation or executive pay is composed of the financial compensation and other non-financial awards received by an executive from their firm for their service to the organization. Examples are salary, short-term incentives, long-term incentive plans, employee benefits, paid expenses and insurance. It is important to analyze how these executive payments would help the company, employees and stakeholders as this seems to be a huge expense for a company at any level. By offering these executive payments companies would be able to attract and retain Top-caliber executives who have proven track records. The company image would rise as a result both due to these perks as well as its top management. With the experience and effective decision making of top executives, the company has greater opportunities for success. …show more content…
For an instance, a sales executive is rewarded if that person has achieved a certain number of volumes of sales. This is more like the concept “Profit Sharing”. However, more senior executives are rewarded based on the overall performance of the company rather than based on their contributions. For an instance a CEO will get a huge bonus if a company meets its profit targets for the year. In both cases, employees get motivated to achieve these objectives and receive the employee compensation they are entitled for. This automatically creates a decisive and a dramatic increase of effectiveness and efficiency of the
employee stock ownership can create a burden of long-term planning for the sustainability and repurchase program; not all employees can be able to purchase stock. According to the case, Atul believes in a total compensation between 0-10 percent based on employee’s salaries could play as a “trade-off” for a “supportive and respective work environment” (Calo et al., n.d.).
The company Steel Co, which has been established for around 30 years, has been in a steady decline during the current recession and although a Divisional Director has been employed by the owner the fortunes of the company have not improved. The staff is unhappy, unproductive and unimpressed by the Human Resource system that currently exists in the company. The pay structure that currently exists within the organisation has been much debated among employees who feel it is unsatisfactory. The Business Adviser will research Performance and Reward management tools in order to help the company develop a more suitable Performance and Reward system to use. A variety of sources will be used in order to evaluate the system and tools against other organisational frameworks. The pay structure within the company will also be looked at in order to identify any possible changes that could be made.
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.
Performance related pay is a financial reward given to employees whose work is considered to have reached a required standard or is above average. “PRP criteria can relate to the individual employee, to work groups or to the organization as a whole” (Armstrong, 2002). It is fair to provide people with financial rewards as a means of paying them according to their contribution (Armstrong 1993:86). The primary purpose of performance related pay in any organization is to recruit, retain and motivate the workforce. It also helps in focusing employees’ minds on particular goals (Protsik, 1966); communicate to employees an organization’s core values, and change the culture of that organization (Kessler and Purcell, 1991).
Pay for performance is commonly known as an incentive or variable pay that will help the company and workforce be motivated and work harder. It is a term used to describe any type of monetary incentive that associates some fragment of an employee’s pay directly to results or accomplishments. The Business Dictionary defines paid performance as “a financial reward system for employees where some or all their monetary compensation is related to how their performance is assessed relative to stated criteria”. Such form of payment can be used as a result to how an individual, team, or the entire company performs during a specific and given time frame. The most basic form of pay for performance is the traditional piece-rate plan where employees are paid a specific amount of money for each unit of work.
Since the beginning of time, there's been a over dweller, a monarch, a king, a CEO. A higher power has always been a factor in every corporation. CEOs are today's high archey in the business world; a chief executive officer is the highest rank in a company ultimately responsible for managerial decisions. Often given the highest salary you can imagine; a CEO receives their compensation from a variety of sources, such as their base salary, bonuses, benefits, and long term incentives (Walsh). Although legal statements of disclosure remain in dispute, the pay disparity between CEOs and employees has drawn significant attention from the media and has created numerous statistics and charts, such as, in his article The CEO Backlash,
Holland Enterprises is on a new strategic direction, to attract and retain the most talented employees and to reduce turn over. Human resource department has came up with a new compensation plan. In the propose compensation and benefits system plan , I will explain a new compensation plan for Holland Enterprises, also I will explain the components of the compensation and benefit system plan in order to attract and motivate employees to be productive . In order for the compensation and benefits system plan to be operational, the package should include a necessary level of compensations to fulfill basic needs, equity with the external labor market, equity within the organization (Henderson, 2006).
Reward and recognition has to be promoted for small and large achievements. An effective reward’s program keeps employees engaged, dedicated, and committed to the organization.
Management spends a huge amount of time to design incentive systems and schemes to motivate their workers and to ensure they work in their best possible manner. Motivating workers by giving them decent pay helps in winning employees heart to make the work done efficiently, significantly and effectively. The most effective way to motivate people to work productively is through individual incentive compensation (Pfeffer, 1998). An attraction of getting more is a powerful incentive to people for high performance. While most people agree that money plays a major role in motivating people, in organizations there is a widespread belief that money may also have some undesirable effects on morale.
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...
Employers are often faced with the challenge of looking for ways to boost productivity and profitability while at the same time, motivating employees to accomplish organizational goals. For many employers, variable pay plans have risen to meet this challenge. A variable pay plan ties pay increases to increased performance and productivity. One of the more popular group variable pay plans is called gain sharing. Under gain sharing pay programs, both the employer and the employee benefit from increased productivity. Therefore, gain sharing has often been referred to as a win-win pay program since it is an incentive strategy that ties pay to productivity. Gain sharing is a type of incentive plan designed to increase productivity by linking pay directly to specific improvements in a company’s performance. Gain sharing is used primarily when quantitative levels of production are important measures of business success. Gains are shared with unit/department employees on a monthly, quarterly, semiannual or annual basis according to some predetermined formula calculated on the value of gains of production over labor and other costs. The plan lets employees reap some of the rewards of their efforts through teamwork and cooperation and by working smarter and harder.
It is easy to see why employees of a large corporation – many of whom might earn a modest salary – would be frustrated or even de-motivated by the excessively disproportionate compensation packages provided to the CEO and executive team managing their company. While certainly accountable as leaders, senior managers are not solely responsible for a corporation’s results and performance – but are paid enormous bonuses as though they were. This is especially relevant when the results achieved do not fall within the control of those CEOs, as is the case of share price which is determined by any number of factors. The optics of this suggest the oversight role provided my management somehow merits the full reward, despite the hard work of employees at all levels. While “money is a complicated motivator” (Laegaard & Bendslev 2006) and doesn’t always guarantee employee performance or satisfaction (Namin-Hedayati n.d.), it’s absence – or unfair distribution – for objectives met would undoubtedly lower morale.
Compensation is the remuneration received by an employee in return for his/ her contribution to the organization. It is an organized practice involving the provision of monetary and non-monetary benefits to employees (citehr.com). Em¬ployee compensation includes all forms of pay and rewards received by employees for the performance of their jobs. Direct compensation comprises of employee wages and salaries, incentives, bonuses, and commissions. Indirect compensation comprises the many benefits supplied by employers, and nonfinancial compensation includes em¬ployee recognition programs, rewarding jobs, and flexible work hours to accommodate personal needs (www.indiana.edu/~busx420/Book.../chap09.doc).
Incentive systems play a vital role in underlying the companies’ goals or desired results. By linking them together, employees are informed and motivated to perform at a higher level, hence meet the desired results. There are a number of incentives used by companies, some are monetary rewards and some are non-monetary rewards. The most common one is incentive pay or pay-for-performance, which has been widely used among companies across the globe even in not-for-profit organisations. However, putting a large amount of money behind the desired results can lead to counterproductive results that are; employees narrowly focus on achieving what is measured or rewarded and neglect any other aspects which are crucial for a company’s growth; or top
A compensation package includes salary but also includes other non-salary benefits such as: health-care benefits, 401(k) plans, PTO (paid time off) and other perks. Businesses often utilize experienced Human Resources professionals to review, update and create salary scales and compensation packages for new hires. The total compensation package is often used as means of attracting employees who will complement the organization and should be consistently reviewed, acting as an incentive for retaining qualified staff. “Organizations that are not able to develop competitive pay scales along with strong compensation packages, face the risk of a competitor offering a more attractive package, which can result in employee turnover” (Dias, 2011, pg.