Fingers are being pointed at compensation consultants. "It's your fault," critics are charging. "You're to blame for all the outrageous executive-pay packages." But are they really responsible? After all, a board of directors must still approve their suggestions. Just how willing are compensation professionals to play the blame game? ATB asked a group of consultants to answer their critics.
See Related:
- Executive PayWatch
- Ecomp Executive Compensation Database
- 'This Stuff Is Wrong'
- Not Badly Paid But Paid Badly
- Re-examining Stock Options as a Way to Compensate Executives
- Pay for Nonperformance?
- How Much Should A CEO Make?
- ERI Economic Research Institute - Executive Compensation and Salary Planning Data
- Have They No Shame?
- Institutional Investors and Executive Compensation (.pdf)
- Executive Compensation as an Agency Problem
- Remuneration: Where We've Been, How We Got to Here, What are the Problems, and How to Fix Them
- CEO Skill and Excessive Pay: A Breakdown in Corporate Governance?
- Setting the CEO's Pay: Economic and Psychological Perspectives
- Research Report: Executive Compensation
- The Compensation Game
- Pay Dirt
- Pay For Performance: Beating "Best Practices"
- Market Forces
- Fair or excessive? A reliable model for determining the appropriateness of executive compensation
- Are boards and CEOs accountable for the right level of work?
- Managing the complex relationship between executive pay and performance
- The Wide Divide: Executive vs. Worker Pay
- Performance Pay and Top-Management Incentives
- Pay Under Pressure
In a down market, the spotlight always shines on CEO compensation. But will the scrutiny actually drive change this time—or is this yet another passing storm?
- Fair Pay, Effective Pay: Equity compensation for a new era of accountability
Balancing shareholder concerns with the need to attract and retain talented people is a complicated task. Several key principles can help firms restructure compensation in a way that accommodates both goals.
- Six Degrees of Separation: Examining Back Door Links between Directors and CEO Pay
Yes, it pays to be friends of those who pay you, or even to be friends of their friends. That, roughly speaking, is the conclusion of a study analyzing the impact of director relationships on the compensation of chief executive officers.
- BusinessWeek 2005 Executive Compensation Scoreboard
This Scoreboard attempts to measure how closely pay matches performance. It compares an exec's total compensation with the company's total return to shareholders (appreciation + dividends) over three years, to minimize one-year windfalls.
- Are They Worthy?
Despite the shocking extremes, new studies claim CEO pay matches performance, and increasingly so.
- Peer Pressure: Inflating Executive Pay
- Boards' Concern Over CEO Pay Mounts
- Forbes Special Report: CEO Compensation (2007)
- How To Determine Logical Executive Compensation?
- Executive Pay's Faulty Market
- Corporate Governance and the Information Gap: The Use of Financial and Non-financial Information in Executive Compensation
- Economic Characteristics, Corporate Governance, and the Influence of Compensation Consultants on Executive Pay Levels
- The Costs of CEO Failure
- Bankers pay is deeply flawed
- Comparison Shopping
- Incentives for the Long Run: An Executive Compensation Plan That Looks Beyond the Next Quarter
- Fixing What's Wrong with Executive Compensation
- Gerry Hansell, Lars-Uwe Luther, Frank Plaschke, and Mathias Schatt
- A look at Executive Compensation
- The Truth About CEO Pay
- Just Rewards
- What’s your CEO really worth? INSEAD’s Corporate Governance Initiative creates a model
- The Nasty Truth about CEO Pay
Subject(s): Corporate Governance
Source(s): Across the Board (ATB)
Author(s): Vadim Liberman
Posted: 2003-04-22
# Views: 117
