TITLE

A new level for incentives

PUB. DATE
June 2013
SOURCE
Pensions & Investments;6/24/2013, Vol. 41 Issue 13, p9
SOURCE TYPE
Periodical
DOC. TYPE
Editorial
ABSTRACT
The editorial looks at corporate governance as of 2013, focusing on the compensation of corporate directors. It expresses the view that shareholders should evaluate and press for changes in the pay structures of directors of corporations, just as they have with respect to corporate executives. Topics include performance-based pay, alignment of director and shareholder interests, and recruitment to boards of directors.
ACCESSION #
88788471

 

Related Articles

  • COMPENSATION OF NON-EMPLOYEE DIRECTORS.  // Crain's Detroit Business;07/24/2000, Vol. 16 Issue 30, p14 

    Lists the compensation of non-employee directors working for the top 25 public companies in Detroit, Michigan. Names of the company; Retainer cash and stock; Stock grant; Total cash and stock compensation; Stock options.

  • MULTIPLE BOARD APPOINTMENTS: ARE DIRECTORS EFFECTIVE? Hashim, Hafiza Aishah; Abdul Rahman, Mohd Shaari // International Journal of Business & Social Science;2011, Vol. 2 Issue 17, p137 

    Our paper examines the relationship between the presence of interlocked directors on a board and earnings quality. For a sample of 554 firm-years spanning 2003 to 2004, we find that the presence of interlocked directors on board is associated with higher earnings quality as measured by the...

  • ACTING FOR YOU. Sheehy, Tim // Keeping Good Companies (14447614);Dec2009, Vol. 61 Issue 11, p643 

    The article discusses executive remuneration and market integrity in relation to governance. According to the author, as of December 2009, remuneration is not only a concern for shareholders, but of wide community interest. The Productivity Commission of Australia found that it is not...

  • DIRECTOR COMPENSATION AND EXECUTIVE DISMISSALS. Qian Xie; Yu Henry Xie // Journal of International Finance & Economics;2013, Vol. 13 Issue 4, p93 

    This paper investigates the relationship between financial incentives to directors and the choice of top management dismissal decisions: Dismissing the CEO, scapegoating (dismissing lower-level executives while the CEO remains), or dismissing none of executives. We find that directors with more...

  • Board pay affects executive pay. Elson, Charles M. // Corporate Board;Mar/Apr94, Vol. 15 Issue 85, p7 

    Proposes an equity-based approach for fixing compensation of directors and executives of corporations. Issues concerning overcompensation of executives; Limitations of federal regulations that set executive pay deductibility limit; Stock ownership; Lengthened director terms; Potential costs of...

  • Boards target high performers. Fisher, Leo D'Angelo // BRW;3/11/2010, Vol. 32 Issue 9, p39 

    The article presents an international study by management consultant Hay Group, "The Changing Face of Reward," wherein it indicates that corporate boards are using bonuses to increase performance.

  • EXECUTIVE COMPENSATION IN ENTREPRENEURIAL TEAMS: THE FOUNDER GAP, BOARD MEMBERSHIP, & PAY FOR MILESTONES. WASSERMAN, NOAM // Academy of Management Proceedings;2004, pE1 

    This study draws on theories of managerial power and compensation to examine executive compensation in entrepreneurial teams. It uses a pooled dataset of 529 technology start-ups and 1,218 CEOs, CFOs,and CTOs collected in 2000, 2001, and 2002 to test hypotheses about whether the founders, CEOs,...

  • Executive Summaries.  // Organizational Dynamics;May2003, Vol. 32 Issue 2, p104 

    The article presents abstracts of research papers published in the current issue of 'Organization Dynamics.' The first paper, titled "New HR Metrics: Scoring on the Business Scorecard," by Richard W. Beatty, Mark A. Huselid and Craig Eric Schneier, considers how and what the Human Resource...

  • 'The Governance System Is Sound'. Atwater Jr., H. B. // Directors & Boards;Spring91, Vol. 15 Issue 3, p17 

    The article presents author's comments on various issues concerning corporate governance. It states that the most important function of the board of directors is to select management. It suggests that the board should link the compensation of the management to the objectives of shareholders. It...

Share

Read the Article

Courtesy of

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

Try another library?
Sign out of this library

Other Topics