EXECUTIVE COMPENSATION
Executive compensation is a broad term which comprises of financial compensation and non-financial rewards given to an executive from their firm for their services. This package is decided by a company’s Board of Directors (consisting of independent directors). It should be designed in a manner which incentivizes the executives and motivates them to perform in accordance with the company’s goals and its long term growth.
These packages generally include a mix of short-term incentives (including salary, annual bonus, benefits, and perquisites) and long-term incentives (including stock options and restricted shares). E.g. Microsoft CEO Satya Nadella received a compensation package of $84.3 million for the software maker’s
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E.g. the decisions taken at Enron to create off-balance-sheet transactions (disguising that failed corporation’s true, deteriorating results)
• When the board overpays a CEO, it’s the shareholders who lose a share of the profits which could have been either shareholder dividends or capital gains are instead going into the CEO coffers.
• Though there is a divide that executives incentive plan actually motivated them to cause their companies to perform better, if company results improved for any reason (including pure serendipity), the executives received higher pay: cause and effect didn’t matter. The company’s performance itself drove the incentive compensation—whether under the control of the CEO and his team or not.
• Even if you want to retain top executives, huge amount of compensation at times of recession is not
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AIG got a credit facility of $85 billion from the Federal Reserve in exchange for warrants for a 79.9% equity stake. After that AIG has been kept afloat by more than $170 billion in federal assistance since September 2008. The uproar over AIG pay reached a new level amid revelations that it rewarded employees with $450 million in bonuses for 2008—when its stock fell from $57.14 a share to $1.57 a share. Worse, $165 million of the payments were in the form of “retention” bonuses to employees of its financial products division, which sold the complex derivatives at the heart of the company’s financial troubles. Even more ironic, 52 of the employees quit after receiving their “retention” bonuses. Martin J. Sullivan, AIG’s CEO, who collected a severance package of nearly $50 million when he was ousted at a board meeting on June 15, 2008, when it came under investigation by the
In this case, the shareholders did receive a $35 million settlement from Ernst & Whinney, the firm's auditors (Dr. Matthew Partridge,
In the case of Adelphia, the individuals found guilty in this case neglected their duties as managers and their duties to the SHAREHOLDERS. With the positions as Chairman of the board of directors, President, and Vice President, they all had "fiduciary duties to both the corporation and its shareholders" Beatty & Samuelson (2016). The SEC's suit against them for multiple frauds on different counts, did not protect them from the BUSINESS JUDGEMENT RULE based on the fact that they weren't acting in good faith by putting the company in debt and manipulating statements to conceal the
By creating this system, both the shareholders and the CEOs are happy with their
One example was the Credit Mobilier scandal where major stockholders of the Union Pacific Railroad formed the Credit Mobilier company and sold their shares to influential congressmen. These executives essentially hired themselves and stole taxpayer money, a very lucrative scandal. Scandals like the Credit Mobilier were widespread and executives from many other railroad companies often stole from their own companies. Many executives would manipulate the rail companies' stocks to profit greatly. Executives would often bribe influential politicians, and work together to profit themselves.
GE while under Welch achieved one of its primary goals, to make profit. During the time Welch was CEO for GE, shareholders were satisfied by the performance and profit produced from GE. Welch’s
Total rewards and compensation is the key component for all companies across every industry. Total rewards and compensation can either make a great company or deteriorate a great company. Tangible direct rewards, tangible indirect rewards, and intangible rewards are the three components to total rewards and compensation. (Valentine, 2014, pp. 368) Tangible direct rewards compose of base pay and variable pay.
The AIG Scandal 2005 started when AIG management was issuing a press release describing its third quarter earnings in 2000 to the public. The report showed that the premium of AIG was significantly increasing, while its loss reserves was decreasing by $59 million. However, according to many industry analysts, along with the positive earnings, AIG in fact should show an increase in its loss reserves as well. This caused the investors of AIG suspected that AIG was drawing down its loss reserves to boost its profits. The suspicious of the investors has unfortunately led to the falling of AIG stock price from $99.60 to $93.30 on New York Stock Exchange (NYSE).
The desert view is that the CEO gets what he deserves as evaluated by his performance (Moriarty 267). The third potential view is the utility view and it defines a just wage as one that is give en attract, retain, and especially motivate the CEO so they may maximize the firm’s wealth (Moriarty 268). If any of these views are valid, then he claims it follows that CEOs are paid too much (Moriarty 272). Although Moriarty does make some valid points, I do not agree with all that he states.
The compensation package I would create for top performers would begin at the current level of their performance and build upwards with no cap on rewards. Those meeting and or surpassing each goal will receive a revolving method of reward, by interchanging monetary reward plus public recognition and just monetary reward. Therefore, meeting the psychological needs and the physically wants of top performers. For the average performer, I would adjust the first goal level for reward above the current performance level. The increments increase of goals levels would be small to motivate average performers to meet the next level faster.
The first section of this essay focuses on the possible causes of corporate failures, including dominant CEO, poor strategic decisions and the failure of internal control.
Wheeler v. The Pullman Iron & Steel Co. provides the particular evaluation standard. It establishes that “The majority of shares of its stock… must be permitted to control the business of the corporation in their discretion,” so long as it does not violate the law or corruptly subvert the rights of a shareholder.” Moreover, since it is “not [the courts’] function to resolve for corporations questions of policy and business management,” they must carefully pinpoint the breaking of law or corruption. For the rest of the board, gross negligence must be proven. Such a standard requires evidence of “reckless indifference to or a deliberate disregard of the whole body of stockholders or actions which are without the bounds of reason.”
Compensation Philosophy of Maersk A compensation policy is a statement of a company’s stand when it comes to employees’ compensation. It explains why employees are given a certain amount of pay or any other form of compensation. These statements are normally developed by the human resources department with assistance from the executive team. When the statement is well-designed it will support the company’s strategic plan, goals, and competitive outlook, and compensation and reward strategies.
a) ENTITLEMENT PHILOSOPHY vs. PAY FOR PERFORMANCE PHILOSOPHY i. Entitlement Philosophy The entitlement philosophy can be defined as assumes that individuals who have worked another year are entitled to pay increases, with little regard for performance differences. The entitlement philosophy can be seen in many organizations that traditionally have given automatic increases to their employees every year. Further, most of those employees receive the same or nearly the same percentage increase each year. Employees and managers who subscribe to the entitlement philosophy believe that individuals who have worked another year are entitled to a raise in base pay, and that all incentives and benefit programs should continue and be increased, regardless
Ethical issues in accounting and finance. Summary This task analysis the issue of ethics in accounting and finance as discussed in the International Journal of accounting and finance. Currently, ethics of any firm is an important topic due to the numerous scandals that have taken place in different countries which have resulted in damage to the economy and society.
A system to check and balances the benefit of all the board of directors and to avoid some of top management from making decisions that only benefit themselves is created and named corporate governance. Corporate governance means the system of rules, practices and processes by which a company is directed and controlled. The set of rules provided as a guidelines for the board of directors to make sure that accountability and fairness in a company’s relationship with its stakeholders such as financiers, customers, management, employees, shareholders and also society in order to achieve company’s goals and targets in a manner that add a value to the company. All of the stakeholders play an important role in corporate governance to ensure that