...CEO Compensation: A Display of Obscenity For years, the great debate over whether or not CEOs are overpaid has raged on. Some studies show that the average CEO in the US was paid $10 million to $15 million 2005[1]. Proponents argue that this level of compensation (compensation is the total amount of remuneration received by an employee, including salary, stock options, etc.) is necessary to obtain and retain the world’s greatest leaders, whole opponents argue the exorbitant amounts aren’t justified. However, in a world where economies are hurting, it’s hard to justify why CEO compensation is rising, and fast. While CEOs are hard-working, intelligent leaders who’ve worked up to their position, the rising levels of CEO compensation are unreasonable and almost unethical given the current state of the world economy. To put it simply, CEOs are accountable for the performance of their company, but in the end they are still managers. It is important that as a society, CEO compensation is better controlled and more reasonably determined. The high CEO compensation that exists today outlines the disparity of income between CEOs and their workers. CEOs pulling in millions while their workers struggle to get by is increasingly becoming an issue. A CEO working for a Fortune 50 company makes 213 times the average worker[2]. For instance, the CEO of Walmart pulls in $16,270,000 while the median worker makes just $22,700[3]. One of the worst CEO-to-worker pay ratios is found at UnitedHealth...
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...Kevin Gingles Are US CEO’s overpaid? The money of a CEO could go towards longevity of the company because there is a lack of innovation in majority of today’s companies and companies are forced to close operations due to poor business performance. Intro paragraph The intro paragraph will bring the topic out to light detailing a brief look into the research. The intro will provide reasoning to support the high salaries of past and present CEO’s and how the company performed. Body paragraphs Finding evidence and facts I will back my thesis with strong support on why I feel top level managers are overpaid. These paragraphs will give a rich history of the average CEO and how much they are being paid including all the unnecessary perks CEO’s receive. Also I will discuss some top companies closures and proof of low customer satisfaction of services. Another key factor in marketing and brand recognition, this topic will help me discuss how the customers perceive a brand and customer expectations. Conclusion This paragraph will be to wrap the paper up and bring the findings together. Returning to my original attention getter the research paper will close on a strong ending thoroughly explain why US CEO’s are overpaid. Potential sources http://www.theatlantic.com/business/archive/2013/06/ceos-now-earn-273-times-the-average-workers-pay-should-you-be-mad/277284/ http://www.nytimes.com/2011/10/01/business/lets-stop-rewarding-failed-ceos-common-sense.html?pagewanted=all&_r=0 ...
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...To say that American Corporate CEO’s are very wealthy is an understatement. These people are tremendously overpaid, and make up only 1% of the U.S population. Let’s first take a look at the definition of a “CEO”. In every definition that I’ve come across, the word “manager” is apparent. In essence, a CEO is merely a high-ranking manager in most cases. There are exceptions where the CEO is the entrepreneur himself for example Ralph Lauren who employs over 24,000 people and earned his salary. Other than those few, CEO’s get paid massive amounts of money, but when asked why they deserve so much, there isn’t a clear answer. When Americans learn that CEOs are compensated in the tens of millions of dollars, one can only wonder how much our local teachers or firemen make and what are the executives doing to earn such large salaries. What’s even harder to understand is these CEOs make so much more money than the men and women serving our and risking their lives. The annual uproar about CEO pay wouldn’t be as troubling if the salary gap between them and the rest of the nation wasn’t so outrageous. Why should the same people responsible for trillions of dollars in economic losses be awarded $18 million in bonuses? The amount of money made on Wall Street, doesn’t compute to the Americans on Main Street. In an attempt to understand why CEOs are compensated so highly, we might want to take a look at what exactly is required of them. Everything within the company falls on the shoulders...
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...paper by Kaplan and Joshua Rauh of Stanford found that the highest paid CEO’s also generated higher stock returns. “The highest-paid CEOs in terms of realized pay—the top 20% out of 1,700 firms—generated three-year stock returns that were 60% higher than those of other firms in their industries.” (Sumo and Weitzman 2013) It should also be noted that the increase of current CEO’s compensation packages are reflecting US stock highs. Finally, CEO’s are appointed. They have to climb the corporate ladder and have adequate qualifications. Therefore, it is not accurate or fair to compare their compensation to an average worker’s compensation. If you compare a CEO’s pay with other high –earning professionals their pay is reasonable. Steven Neil Kaplan, Neubauer Family Distinguished Service Professor of Entrepreneurship and Finance at Chicago Booth, says that "If you look at CEO pay compared to the average pay of people in the top 0.1%, it's about where it was 20 years ago — in line with [that of] lawyers and private-company executives, and less than hedge-fund managers". (Feloni 2014) Feloni, Richard. The Reason CEO Pay Is So High Right Now Has Little To Do With Greed. Jun...
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...Session 9 Samstag, 6. September 2014 13:30 Session 9 Prep Topic: CEO compensation Reading • Résumé Pedro Matos, Darden Professor • Chapter 7 in Corporate Governance • Chapter 7 in Boards That Deliver • Bargain Bosses, American chief executives are not overpaid, The Economist • How to get paid like a U.S. CEO, Fortune • Executive Compensation Corporate Governance: Chapter 7 - CEO Compensation • Norms for CEO compensation ○ Proxy statements provide information on executive compensation and are distributed ahead of shareholder meetings ○ There is a positive correlation between firm size and total CEO compensation ○ The higher the CEO total compensation, the larger the percentage of non-cash compensation (bonus) • The Goal of executive compensation • What is good performance? ○ Current circumstances, its goals and the execution of its strategies ○ Compensation should include short- and long-term plans ○ Long-term: achieving strategic goals (e.g. financial) ○ Compensation/performance should be benchmarked against peers • Building a compensation plan ○ Peer comparison is the beginning, but should not be the only determinant of CEO compensation ○ Gradual rise of CEO compensation is due to the matching with competitive compensation as soon as one competitor increases compensation • Compensation mix ○ Base salary Have average base salaries with at-risk copmensation when performance is superior ○ Fringe Benefits 30-50% of base salary Medical and life insurance premiums,...
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...Executive Compensation: Do you get what you pay for? Some would say that top executives are not overpaid. This side of the argument is based on the premise that top executives are paid well, but not overpaid. Many people see CEO pay packages but do not look further to see that a CEO's pay is not the whole story. What are the factors that might support a high executive compensation package? It is usually the most extreme cases of overpay that hit the press. Proponents of the argument that top executives are not overpaid state that most of the complaints about executive compensation center around extreme cases of overpay, and such cases blind us to the fact that the majority of executives are paid fairly. One example of this is the case of Lee Raymond, former head of Exxon Mobile. When he retired from the company in 2006, the price of gasoline at the pump was high, $3 per gallon, much to the consternation of consumers. Yet Exxon Mobile rewarded Raymond with a record retirement package--a "golden parachute," as it is known--to the tune of $400 million. The combination of exorbitant CEO pay and painfully high gas prices rubbed most observers the wrong way. A similar situation occurred in the case of Robert Nardelli of Home Depot. When Nardelli retired in 2007 with a pay package worth $210 million, the company he headed had just gone through several straight years of relatively poor performance. People wanted to know why the chief executive received such an exceptional payout...
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...or creating the happy ending to your “turnover story.” Turnover Myths Let’s first address some common turnover myths that when taken at face value can impede organizational growth while contributing to employee disengagement and dissatisfaction. Myth: Measuring Turnover Isn’t That Important This myth gains traction from the truism that employees come and employees go, but life continues on. Since “no one is irreplaceable,” fretting about turnover is a waste of time. Besides, who needs fancy metrics? When there’s a problem it’ll be obvious, right? Reality What’s perceived as obvious may not be actual. Our perception is often clouded by our biases and preconceptions, as well as what we observe in the world immediately around us. Perception is important, but hard data is important, too. And while no one is irreplaceable, employees are not expendable. Employees are unique beings with unique strengths, weaknesses, talents, and skills. If one of your key employees was hit by a truck tomorrow, you’d need to replace that employee, and replace him you would. But your new employee won’t be a clone of the one you lost. She’ll be different, and those differences will have an impact on your organization for the better, the worse, or...
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...Contents Introduction 3 a) Critically discuss the claim in the above mentioned passage that the most significant trend is the move away from guaranteed compensation to performance related compensation. What are the implications to the organization’s human resource management effectiveness? 3 Performance-Based Remuneration: 3 Guaranteed Variable Salary 4 From guaranteed compensation to performance related compensation. Why? 4 b) Provide a concise overview of how an organization can ensure that its compensation strategies are able to support it strategic objectives 5 • Increased skill and flexibility in the workforce 5 • Reduction in traditional demarcations 5 • Increased efficiency 5 • Tangible benefits for workers in return for changes in working practice. 5 c) Provide a set of arguments to support the view that executive pay should be linked to company performance 6 d) What are the advantages of linking employee pay to performance? 6 Provide a 'felt fair' system of rewarding people according to their contribution 6 Higher performance within the organization may result 7 Provides a tangible means of recognizing achievements 7 People understand the performance imperatives of the organization 7 Link between extra pay and extra performance is clear 7 Conclusion 8 References: 8 Introduction In this assignment I will discuss about compensation and benefit management and many aspects of it and how they can affect an organization and about...
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...Multiple linear regression modelling 11 4.1 The Adjusted R² 11 4.2 The Histogram 12 4.3 Model Generated by Analysis: 12 5. Ethical Problems 13 5.1 Sample Size 13 5.2 Data for Kobe Bryant 14 5.3 Excluded Related Independent Variables 14 5.4 Multi-collinearity 14 6. Conclusion 15 Abstract This paper examines the correlation between NBA players’ salaries and their on-court performance indicators. Before getting into the relationship, I would introduce the essence of what is regression model and how to interpret it, then we would move on to the introduction of NBA and how this model have been wildly used in testing the relationship between NBA players salaries and indicators. In the third part of this paper, regression models tell us that: firstly, age do not affect their salaries; furthermore, as they get better score in PER (play ‘efficiently’ in game), the chance of getting longer contracts seem to be bigger; the...
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...Running head: JAMIE DIMON AND BANK ONE Jamie Dimon and Bank One Jamie Dimon and Bank One Successful entrepreneur and businessman Jamie Dimon was hired as the CEO of Bank One to analyze and correct many significant issues. Political infighting, rampant overhead costs, poor customer service, low morale, and outdated IT systems were only a few of the daunting problems plaguing the company. Dimon’s task was not an easy one: to use entrepreneurial thinking, innovation, risk-taking and decisive action to save Bank One from impending disaster (Marshall & Thedinga, 2006). Dimon’s Mission Dimon arrived at Bank One in March of 2000 as the new CEO. In addition to learning about the situation at the organization, Dimon was intent to uncover the truths behind Bank One’s challenge – the poor decisions and missteps taken that contributed to the current organizational challenges. Once uncovered, Dimon set out to synthesize his findings and deliver a plan of action that would save Bank One from a continued downward spiral (Marshall & Thedinga, 2006). Dimon’s Signals to the Organization Using his behavior, Dimon sent several very clear signals to the company. The first signal he sent was that he was strongly invested in Bank One’s future success, that he was a part of the Bank One ‘family.’ Dimon accomplished this by purchasing 2 million shares of the company, at a cost of $57 million. This reflected this theory that leaders should...
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...which can serve as a foundation for significant progress toward a desired future. Very often the two do not blend. I, remember a particular incident that involved my supervisor and I; like many ambitious people she would have comprise all her morals and values to reach the managerial level. I also was determined to make a name for myself within the company but I had boundaries that governed my actions. Immediately out of the gate we bumped heads. Unfortunately for her, during the interview I could read her but apparently she was not seasoned enough to do the same with me. I could tell in our interview process that she was not as knowledgeable as I in our chosen field. I had already known that there was going to be competitiveness between us to gain recognition within this company because I had been told that I would pretty much be stagnated as far as advancing within the company because there was neither a Black nor Hispanic who held a managerial position. Well I worked there for few years before my opportunity to shine happened; my supervisor ask me to do her a favor and work up some net figures for one of the VP’s of the company. I did and she asked me to explain to her how I had arrived at the end result and I did. She was having a little difficulty following my methods of arriving at these results. I asked her did she want me to explain to the VP the calculations but she insisted on making the delivery herself. Later that afternoon, after she had made the presentation I was...
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...ethical behavior and what employees must do to adhere to those standards. On occasion, what an organization may view as ethical behavior does not correspond with an employee’s personal belief system of what is right and wrong. This is especially true when Upper Management openly ignores what a reasonable person would view as unethical. But despite what they think, employees are not immune to unethical conduct and could find it very easy to be swayed into making the wrong decision. (Anderson, Escher, 2010) When these opposing value systems collide during the decision making process, an ethical dilemma occurs, (Hellriegel, Slocum, 2011) We will discover more about this contrast in morality with a case study of Valarie Young, a marketing manager faced with a difficult decision. Personal Values and their Interaction with Organizational Ethics The purpose of an organization’s Code of Ethics is to provide employees with guidelines for making ethical decisions in the conduct of their day to day activity. The code is a set of core values, standards, and behaviors within the organization that guide worker commitment to the highest ethical standards. (Huntington Ingalls, 2010) Topics such as Equal Opportunity, Harassment, Substance Abuse, and Fraternization as well as enforcement of national and international law are common to any business’ code of ethics but these tenants...
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...criticisms of CEO pay through both philosophical and empirical lenses. While some criticisms appear to be unfounded, the analysis shows not only that current compensation practices are problematic both from the standpoint of distributive justice and fairness, but also that incentive pay ultimately exacerbates the very agency problem it is purported to solve. KEY WORDS: executive compensation, distributive justice, pay disparity, incentive alignment Introduction Few academic theories have been adopted as widely as the application of agency theory (Jensen and Meckling, 1976) to the structure of executive pay in modern corporations. After prominent suggestions that the inherent conflict of interest that exists between stockholders and corporate managers – or ‘agency problem’ – could be mitigated through the structure of managerial incentives (e.g., Jensen and Murphy, 1990a), the prevalence and size of stock option grants to senior executives have expanded increasingly and substantially (Hall and Murphy, Jared D. Harris, Assistant Professor teaches both Ethics and Strategy courses in Darden’s MBA program, and a doctoral seminar on corporate governance and ethics. His research centers on the interplay between ethics and strategy, with a particular focus on the topics of corporate governance, business ethics, and interorganizational trust. His work on corporate financial misrepresentation won the 2007 Best Dissertation award in one division of the Academy of Management (Social Issues in Management)...
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...affecting a business. SWOT very simply stands for Strengths, Weaknesses, Opportunities and Threats, and the easiest form of SWOT analysis is to take a sheet of paper or Excel spreadsheet and head four columns with these four categories. Once you have done this you can begin to list things under each heading; giving you an honest in-depth analysis of your business. By undertaking a SWOT analysis a business will be able to prepare much better short and long term plans. It will also allow them to identify gaps between their actual and desired performance and aid them in closing these gaps. It is however important that you are completely honest when it comes to the negative parts of your examination for the SWOT to be an effective tool. Let us have a look at the various elements that make up SWOT analysis in more detail. Strengths These are the things that your business does well. It may be that the marketing of your organisation is better than your competitors' or your product is more advanced. Whatever these attributes are, list them down under this heading. Weaknesses. This is an area where you will need to be very truthful withy yourself....
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...millions of office and break time conversations center on the local team’s most recent performance, an upcoming game, the impending draft, the current coach, the future coach, and so on. according to the existing records, in United States of America, there are less than 110 Teams of the 4 main organized professional sports, basketball, baseball, hockey, and, football participating in the main League level fixtures annually. There are less than 90 Stadiums spread over 25 States. Today, sports has become a money making alternative for not only players but also the coaches or managers, the media, and schools participating in sports. Salaries for professional athletes continue to escalate each year. From Alex Rodriguez’s record, $252 million contract to David Beckham’s $50 million per year enticement to join the LA Galaxy soccer team, most sports fans believe that professional athletes, in general, are overpaid and not worth their salaries. Yet for the professional athlete, maximizing compensation is critical, given the short careers and health risks associated with the sports profession. Thus, athletes and their agents often look to see what others within their sport are paid in an effort to negotiate for more money. Few, if any, have compared athlete compensation across sports (Rod Hilpirt, Scott Wysong, Sheila Hartley, Mike Latino & Andrea Zabkar). In major team sports, star players command millions of dollars per season, often with guaranteed salaries and performance bonuses...
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