TITLE

Institutional investors are dissatisfied with U.S. executive pay

PUB. DATE
March 2006
SOURCE
Corporate Board;Mar/Apr2006, Vol. 27 Issue 157, p28
SOURCE TYPE
Trade Publication
DOC. TYPE
Article
ABSTRACT
The article reports on the dissatisfaction felt by institutional investors over the way many companies determine executive pay packages in the U.S. According to a study conducted by Watson Wyatt Worldwide, 90 percent of investors think the system has overpaid executives, and 85 percent say it has hurt corporate America's image. To address these concerns, boards need to do a better job of reassuring investors that they are intent on paying for performance.
ACCESSION #
19887268

 

Related Articles

  • Executive remuneration.  // Governance Newsletter;Nov2011, Issue 209, p5 

    The article discusses a report on executive remuneration which explores the process of setting pay with incentivise and reward in order to promote best practice on pay structure and reporting. It addresses the role of shareholders and remuneration committees, and shareholder representation on...

  • Oversight of executive pay: Business as usual may lead to personal liability for directors. Miller, Lee E. // NACD Directorship;Oct2003, Vol. 29 Issue 9, p11 

    Explores the liability of corporate directors in executive pay oversight. Consequences of the failure of American Airlines to disclose its compensation arrangements; Flaws in executive compensation systems; Examples of court cases involving compensation decisions.

  • Using Restricted Exec Bonus Arrangements. Rowles, Matthew L. // National Underwriter / Life & Health Financial Services;6/27/2005, Vol. 109 Issue 25, p27 

    Delves into the different component of a restricted executive bonus arrangement which allows an employer to stay in control and provide the company with income tax deduction. Agreement between employers and executives to add personal life insurance protection; Payment of annual premiums;...

  • Critics Blast UC Over Salary Hikes for Top Execs. Jones, Rene'e Beasley // San Diego Business Journal;5/31/2004, Vol. 25 Issue 22, p3 

    Reports on the outrage of the University of California (UC) employees regarding the increase in pay of three administrators in the midst of a year-long state budget crisis in California. Argument of UC officials on the reason why the university approved the increase of salary; Statement of...

  • CORPORATE OBJECTIVES AND THE EXECUTIVE COMPENSATION PACKAGE. Ellig, Bruce R. // Industrial Management;Sep73, Vol. 15 Issue 9, p5 

    Discusses corporate compensation packages for executive in light of the corporation's objectives. Compensations which should reflect the amount of risk for a commensurate reward; Steps to identifying corporate needs which include considering the industry, the company's relationship to its...

  • Corporate governance and the information gap: The use of financial and non-financial information in executive compensation. Schiehll, Eduardo; Andre, Paul // Ivey Business Journal;Jul/Aug2003, Vol. 67 Issue 6, p1 

    Describes the process involved in the design of compensation systems that are linked to corporate governance in order to align senior managers' decisions with shareholders' interests. Practices that companies use to reward executives; Guidelines in choosing performance measures; Effect of...

  • Executive Compensation: The Alignment Myth.  // NACD Directorship;Jan/Feb2013, Vol. 39 Issue 1, p70 

    The author discusses pay for performance programs proposed by the shareholders of U.S. company board of directors about effective compensation system for executives in a corporate. The autos are critical of assessments through which the compensations are provided including payment techniques,...

  • Hands-Off Options. Fried, Jesse M. // Vanderbilt Law Review;Mar2008, Vol. 61 Issue 2, p453 

    The article suggests the use of hands-offs options that could benefit the executives or shareholders in a corporation. This alternative is referred to as an option to be considered in mitigating executives' incentive in each sales made to manipulate the stock price conditions. According to the...

  • Equity is now 61 percent of top director pay.  // Corporate Board;Nov/Dec2001, Vol. 22 Issue 131, p27 

    Focuses on the equity component in board pay packages. Percentage of equity of top director pay; Use of stock-based compensation in aligning the interests of shareholders; Value of stand-alone stock grants.

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics