PLEASE NOTE
The Mercer Management Journal is dead. If you click through you will be taken to the Internet Archive site to find an archived copy.
The Mercer Management Journal is dead. If you click through you will be taken to the Internet Archive site to find an archived copy.
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.
Content: Related Content
Related Content
- ‘This Stuff Is Wrong’
- A look at Executive Compensation
- Are boards and CEOs accountable for the right level of work?
- Are They Worthy?
- Bankers pay is deeply flawed
- Boards’ Concern Over CEO Pay Mounts
- BusinessWeek 2005 Executive Compensation Scoreboard
- CEO Skill and Excessive Pay: A Breakdown in Corporate Governance?
- Comparison Shopping
- Corporate Governance and the Information Gap: The Use of Financial and Non-financial Information in Executive Compensation
- Dara Khosrowshahi
- Does Your CEO Compensation Plan Provide the Right Incentives?
- Ecomp Executive Compensation Database
- Economic Characteristics, Corporate Governance, and the Influence of Compensation Consultants on Executive Pay Levels
- ERI Economic Research Institute – Executive Compensation and Salary Planning Data
- Executive Compensation as an Agency Problem
- Executive Pay’s Faulty Market
- Executive PayWatch
- Fair or excessive? A reliable model for determining the appropriateness of executive compensation
- Fixing What’s Wrong with Executive Compensation
- Forbes Special Report: CEO Compensation (2007)
- Gerry Hansell, Lars-Uwe Luther, Frank Plaschke, and Mathias Schatt
- Have They No Shame?
- How Boards Can Rein In CEO Pay
- How Much Is Enough?
- How Much Should A CEO Make?
- How To Determine Logical Executive Compensation?
- How to Gauge a C.E.O.’s Value? Hint: It’s Not the Share Price
- Incentives for the Long Run: An Executive Compensation Plan That Looks Beyond the Next Quarter
- Institutional Investors and Executive Compensation (.pdf)
- Is CEO Pay Really Inefficient? A Survey of New Optimal Contracting Theories
- It’s Not Our Fault – Usually
- Just Rewards
- Managing the complex relationship between executive pay and performance
- Market Forces
- Not Badly Paid But Paid Badly
- Pay Dirt
- Pay for Nonperformance?
- Pay For Performance: Beating “Best Practices”
- Pay Under Pressure
- Peer Pressure: Inflating Executive Pay
- Performance Pay and Top-Management Incentives
- Re-examining Stock Options as a Way to Compensate Executives
- Remuneration: Where We’ve Been, How We Got to Here, What are the Problems, and How to Fix Them
- Research Report: Executive Compensation
- Setting the CEO’s Pay: Economic and Psychological Perspectives
- Six Degrees of Separation: Examining Back Door Links between Directors and CEO Pay
- The Compensation Game
- The Costs of CEO Failure
- The Nasty Truth about CEO Pay
- The Truth About CEO Pay
- The Wide Divide: Executive vs. Worker Pay
- The Wrong Incentive: Executives Taking Stock Will Behave Like Athletes Placing Bets
- The ‘Moneyball’ Approach to Hiring CEOs
- What’s your CEO really worth? INSEAD’s Corporate Governance Initiative creates a model
- Who Really Determines CEO Salary Packages?
Like this content? Why not share it?
There Are No Comments
Click to Add the First »
Click to Add the First »