| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "EXECUTIVE COMPENSATION": |
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Home Depot's vs. Lowes' Executive Compensation, 2008.
An analysis of executive compensation schemes at Home Depot or Lowes.
7,973 words (approx. 31.9 pages), 16 sources, MLA, $ 172.95
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Abstract
This paper discusses executive compensation schemes within organizations. It specifically analyzes whether chief executive officer (CEO) stock options and other executive compensation align with Home Depot or Lowes' long-term performance with shareholder interests. The paper discusses the positive and negative aspects of executive compensation schemes.
Table of Contents:
Compensation and Executive Compensation
Does CEO Stock Options and Other Compensation Align the Company's Long Term Performance with Shareholder Interests?
The Positive Side
The Negative Side
Home Depot and Lowes
Home Depot
Lowes
The ESOP Woes
Appendix
From the Paper
"The avenue that began as a small way has come to occupy the biggest legal money making methodology since greenhorns in dotcom companies were offered stock options during times when the going was good. Things cannot get worse than this. Subsequently, not to be left behind, auditors also joined the party. Because of this, it is found that companies that have never shown profits are quoted at fantastic prices. The bane of all this has been the stock option plan and the sooner it is abolished, the better. The CEO should be paid bonuses solely on the net profits he shows as a result of his performance. This is because the CEO is a paid professional and never an investor or a speculator. Any conflicts of interests must not be present. In case he is desirous of owning company stock then they must purchase at market prices just like any ordinary shareholder does with his personal finances. If this is not done, nothing can stop the CEOs in their pursuit of looting the corporation, albeit legally through ESOPs. (Executive Compensation)"
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Executive Compensation, 2004.
This paper discusses executive compensation by examining the policy of Rite Aid Corporation.
1,350 words (approx. 5.4 pages), 4 sources, APA, $ 47.95
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Abstract
This paper explains the executive compensation policy of Rite Aid Corporation, a publicly traded company. The author contrasts the company's executive compensation policy with that of its chief competitor. The paper suggest several ways to enhance a company's policy to minimize agency conflict and maximize shareholder wealth.
From the Paper
"Rite Aid Corporation is a drug store chain. The stated objectives of its Compensation Committee are to support the achievement of desired company performance, to provide compensation and benefits that will attract and retain superior talent and reward performance and to fix a portion of executive compensation to the outcome of the Company's performance. The executive compensation program includes a base salary performance bonuses and long-term incentives in the form of stock options. Stock Appreciation Rights known as SARs stock-based awards and restricted stock awards ..."
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Executive Compensation, 2004.
An analysis of different types of executive compensation.
890 words (approx. 3.6 pages), 6 sources, MLA, $ 31.95
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Abstract
This paper discusses the seemingly ludicrous executive compensation packages. The paper attempts to distinguish the relationship between company success and executives' efforts, claiming this to be an indication of how much an executive should earn. The paper examines the different components of high level executive compensation packages: High salaries, large bonuses, generous perquisites and so-called golden handshakes and parachutes.
From the Paper
"Sometimes it seems that the salaries executives make at big corporations are entirely out of proportion with the value added to the firm by their being on the payroll. It makes sense that if someone, anyone, makes a certain wage, then they should be making at least that much money for the company. If someone is pumping gas for $7/hr, then he should be pumping at least $7 worth of gas every hour. If someone else is making $30 million/year at a big corporation, then he should be bringing in at least that much revenue, even if only indirectly. If a $30 million/year executive starts programs at the company that make $100million, then the $30 million the company pays him is well-worth it. The trouble is that it is sometimes hard to decide the degree to which company performance is the result of an exec's contribution."
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Executive Compensation, 2002.
This paper explores the pros and cons of executive compensation.
900 words (approx. 3.6 pages), 6 sources, $ 35.95
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Abstract
This paper describes the advantages and disadvantages related to the packages and concepts of executive compensation in the organization.
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Executive Compensation and Stock Performance, 2004.
Evaluation of the "Agency Theory" that led to expansion of stock options in executive remuneration packages.
5,024 words (approx. 20.1 pages), 11 sources, MLA, $ 126.95
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Abstract
This report evaluates whether or not the hypothesis at the heart of the "Agency Theory", which states that if an executive is given an ownership stake, it will have a positive effect on stock performance, works as expected. Furthermore, this paper tracks the increasing use of the "Agency Theory" in executive compensation and enumerates and evaluates the effects that the increasing use of the "Agency Theory" has had on American business and on stock performance. The paper also evaluates the effect of what has been described as ?over the top? use of increasingly generous, stock-dependent, executive compensation packages, both on stock performance and on other business evaluative factors. The effect of the scandals involving executive compensation/stock performance on the social/commercial fabric of the U.S. is discussed briefly, as well.
Outline
The "Agency Theory", Executive Compensation and Stock Performance
The Effect of Pay on Executive Motivation
The Effect of FASB Rules on Compensation/Stock Performance
From the Paper
"In the wake of the Enron, ImClone and WorldCom financial scandals, the increasing use of stock options as part of executive compensation packages came under public scrutiny. Because of the lax was in which FASB guidelines are written, it was possible, lacking adequate corporate governance, for CEOs to use their stock options to increase their personal wealth while diminishing the strength of the corporation and decreasing?or completely negating?benefits for shareholders. In addition to the problematical FASB rules, also operative was a management theory, the Agency Theory, formulated by academicians and economists in the last century. The theory held that giving executives a financial stake in the financial health of the company would increase their motivation to run those companies for maximum profits for shareholders; in short, this form of executive compensation was thought to be able to produce superior stock performance. The findings of several researchers even before the scandals of the past few years, however, revealed that results often departed wildly from what the theory predicted."
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Executive Compensation, 2007.
An investigation into some of the issues regarding CEO compensation.
6,774 words (approx. 27.1 pages), 45 sources, APA, $ 154.95
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Abstract
This paper examines some of the current issues of executive compensation and how prevalent the situation has become. Some of the topics discussed include agency theory, CEO influence over the Board of Directors and CEO compensation - justification and ethics. Lastly it compares CEO compensation in the U.S. and abroad with a look at some outrageous perks.
Outline:
Introduction
Agency Theory
Agency Theory and Executive Compensation
The "Golden Parachute" and Reasons for It
Board of Directors Influence over CEO Compensation/CEO Influence Over BOD
Is CEO's Compensation Ethical?
Executive Compensation in US Compared To Other Countries
Japan
China
Korea/Taiwan
France
India
Germany
Britain
Results
Top 3 Paid CEO's In 2006
Richard Fairbank
Bruce Karatz
Henry Silverman
Outrageous CEO Perks
Conclusion
From the Paper
"Very few if any CEO's are capable of turning around a failing business on their own; it requires the assistance of every employee. The first to feel the pressure of the failing company is the employee who is given a pink slip. At the same time, the CEO is collecting a salary that could be up to 500 times greater than the common worker. The question becomes does the CEO value his workers? The answer would have to be no, as long as he continues to collect on their parachute even after the company goes bankrupt.The fairness to workers who have lost jobs or had pay levels or benefits reduced in some form while the CEO's are receiving these exorbitant amounts has become an ethical issue. The Golden Parachute has become so lucrative for CEO's that the IRS has developed the Golden Parachute Audit Techniques Guide (Bailey, 1999)."
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Executive Compensation Programs, 2002.
An examination of compensation programs available to executive employers of companies - and the advantages and disadvantages of each program.
1,980 words (approx. 7.9 pages), 6 sources, MLA, $ 62.95
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Abstract
This paper looks in detail at these types of packages, listing that they consists of five basic components: 1) base salary, 2) annual incentives /bonuses, 3) long-term incentives and capital appreciation plans, 4) employee benefits, and 5) perquisites. Each of these components are analyzed for the short and long term benefits.
From the Paper
"In 1996 the average salary plus bonus for CEOs was $2.3 million. After other benefits were added, this sum rose to $5,781,300. Beginning with Revlon executive Michael Bergerac who broke the $1 million mark in 1974, executive pay and bonus plans have soared to mind-boggling proportions. Although various governmental agencies have set limits on tax-deductible executive compensation, these efforts not only failed but served to raise the bar on executive compensation even higher (Milkovich and Newman 455). In general, the CEO of a corporation makes at least twice as much as the next highest paid executive and 35 times the salary of the average worker (Bogie 118). This pay disparity becomes even more alarming when bad leadership causes mass layoffs and shareholder losses even as top executives continue to receive their oversized pay."
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Executive Compensation, 2006.
A master's thesis studying the correlation between CEO compensation and company profit.
8,149 words (approx. 32.6 pages), 28 sources, APA, $ 174.95
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Abstract
This study attempts to discern the statistical connection between the total compensation of American chief executive officers and company profits as defined by company net income. The data included for the study concerns the fiscal year 2002 and 2003. The study finds that that there is no statistically significant correlation relationship between chief executive officer compensation and company net income.
Table of Contents
List of Figures
List of Tables
List of Abbreviations
Introduction
Review of the Literature
Methodology
Findings
Summary, Conclusions and Recommendations
From the Paper
"The chief executive officer in an organization can broadly define the individual who "plans and directs all aspects of an organization's policies, objectives, and initiatives" ("Chief Executive Officer"). When these individuals take control of the helms of large corporations, their reputations, and salaries often mirror those of highly successful professional athletes or Hollywood movie stars. With millions (and sometimes billions) of corporate dollars at stake, chief executive officers face massive pressure and unwavering scrutiny by shareholders, financial institutions, and the media. False steps, poor business decisions, scandal, and the no-fault peril of the American marketplace threaten the tenures of all chief executive officers, regardless of past performance. Current surveys of chief executive officers reflect that nearly 50 percent of all CEOs are removed from their current position within five years of accepting their positions ("No Walk in the Park"). Furthermore, the job is grueling, and there is little opportunity for vacation, personal, or family time ("No Walk in the Park")."
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Executive Compensation, 2004.
A discussion of the role of compensation in organizational behavior.
800 words (approx. 3.2 pages), 4 sources, APA, $ 28.95
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Abstract
This paper looks at the role compensation plays at the executive level and that this role, based on the assumption that compensation packages affect attitude and behavior, is seen as a company's key tool for motivating management to achieve the company's organizational objectives. The paper also points out that, in order for compensation packages to be effective, it is vital that an organization develop a clear compensation philosophy with clearly defined objectives.
From the Paper
"Though compensation may undeniably be an important factor, several research studies have shown that the role of compensation may vary within the context of markets, organizational or individual behavior. For instance, the role of compensation in attracting and retaining employees and management talent was seen to increase in importance in the tight labor market of 1996-97 when wages and salaries grew at a pace not seen in many years. In addition, the increasingly competitive business environment of the last few decades has necessitated that organizations control labor costs, while focusing simultaneously on increasing productivity, quality, and enhanced customer service. Other trends such as flatter organization structure, more fluid organizational design have also required new strategies for employee compensation, particularly as employee compensation is deemed to be critical to financial success (Schuster). "
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Business Compensation Strategies, 2008.
A discussion on compensation strategies within business organizations.
1,952 words (approx. 7.8 pages), 10 sources, APA, $ 62.95
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Abstract
This paper examines compensation strategies and packages in the contemporary human resources strategy within business organizations. The aspect of compensation as it relates to performance and performance metric is also discussed. This discussion is followed up with some observations regarding executive compensation strategies and the conclusion is made that compensation strategies are a vital component of an organization's overall corporate strategy.
Outline:
Abstract
Overview
Industry Applications
Pay & Performance
Executive Compensation Issues
Conclusion
From the Paper
"Human resources (HR) management has become one of the last remaining functional areas of an organization where differentiation can be achieved in the marketplace and where competitors might still be appreciably out performed. The reasons for this revolve around the ubiquitous and relative inexpensive character of technology and technological applications that have levelled the competitive field across all industries. Essentially, no matter where a company is located it can access and deploy the very same technological solutions as any other competitor; thus, organizations have determined, and correctly so, that human resources are a vital source of competitive edge if managed properly. "
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Compensation, 2007.
A discussion on worker's compensation and its uses in employee motivation.
1,331 words (approx. 5.3 pages), 10 sources, APA, $ 44.95
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Abstract
The paper discusses how companies use compensation as a means of employee motivation. The paper examines various methods of worker's compensation, including 'equity-based' compensation plans, wherein ownership of the company is offered to the top workers of the company. The paper further examines incentive plans such as 'profit-sharing', wherein the company will undertake to donate a small percentage of its pre-tax profits to a savings pool, which would later on be divided among deserving employees. The paper concludes that a good compensation plan leads to better employee motivation, and increased efficiency, output and productivity.
Outline:
Definitions of Compensation
Goals of compensation
Different types of compensation plans generally used by a company
Methods generally used to determine compensation
Why do compensation packages differ?
Conclusion
References
From the Paper
"As far as human resources are concerned, compensation refers to the pay structures within any particular organization. Some of the primary issues regarding compensation are: how much is a company to pay a worker, in order to attract him, and then keep him, and then keep him completely motivated so that he does not move over to another company. Must the company offer to pay the employee a salary, or rewards? Must the company pay benefits to its workers, and if so, what must be the amount, and how exactly must it be paid? Can there be a distinct difference regarding the pay scale for high performers, as compared to that of lower performers? Would it be a better idea if the company were to provide stock options and stock bonuses for the employees of the company?"
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Workers' Compensation Insurance Reform, 2008.
This paper discusses current reform of workers' compensation specifically brought about by Senate Bill 899.
1,844 words (approx. 7.4 pages), 7 sources, APA, $ 59.95
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Abstract
This paper discusses current workers' compensation reform. The problem presented in this paper is that although reform measures like Senate Bill 899 have had a positive effect on workers' compensation, particularly to making it more efficient, it has had a substantial effect on the way workers' compensation is done. However, reform also means that the workers' compensation practitioner has to make internal adjustments. This paper first presents an overview of the specific changes created by Senate Bill 899 and, second, makes specific recommendations as to practice changes that the workers' compensation practitioner will have to abide by in order to continue to have a profitable and compliant workers' compensation practice. The paper focuses only on the changes created by Senate Bill 899 as they effect the attorney and practice of the plaintiff's side of workers' compensation.
Outline:
I. Introduction
A. Background
B. The Problem
C. Purpose
D. Scope
II. Overview of Senate Bill 899
III. Effects of Senate Bill 899
A. Procedural Changes
B. Financial Impact
C. Retraining Issues
D. Penalties for Noncompliance
IV. Conclusion
From the Paper
"Senate Bill 899 was enacted as a means to attempt to save jobs, reduce the costs of carrying workers' compensation insurance for employers, and improve the overall care available for the injured workers. The law was passed by the legislature with overwhelming, bipartisan support and was signed into law on April 19, 2004 by Governor Schwarzenegger. In summary, the reforms provided by Senate Bill 899 focuses primarily on controlling the ever-escalating costs of medial treatment. At the time of the bill's passing, medical costs accounted for fifty-one percent of every dollar and indemnity benefit, which accounted for forty-nine percent of every workers' compensation dollar spent. These expenses had all significantly risen over a period of less than ten years. For example, in 1997 it was estimated that California employers paid a total of $3.4 billion dollars in indemnity costs. By 2003 this number was at an estimated $5.8 billion. In 1997 an estimated 2.6 billion in medical costs was paid, whereas by 2003 the number had increased to $6.1 billion. Finally, the total costs spent by all California employers on workers' compensation (indemnity, medical, etc.) was at an estimated $8.3 billion in 1997. By 2003 this number was at an estimated $26.7 Billion. It was this problematic trend that Senate Bill 899 was aimed at reversing, or at least controlling."
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Broadband Compensation, 2002.
A discussion of broadband compensation as an effective solution to employee compensation.
2,150 words (approx. 8.6 pages), 4 sources, $ 80.95
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Abstract
This paper explains the trends used for managing compensation, using broadband for salary administration, how broadband improves pay for performance, how broadband should drive organizational change, how broadbands are used for small portion of employees, how broadbands increases payroll costs and decrease control, the benefits of broadbands and why do employee like broadbands.
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Monetary Compensation, 2005.
This paper discusses the use of monetary compensation as a motivation tool in the workplace and alternatives to monetary compensation to improve performance without increasing costs.
4,610 words (approx. 18.4 pages), 7 sources, APA, $ 119.95
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Abstract
This paper explains that motivation, defined as a force that affects behavior, influences behavior (1) by energizing, changing or initiating behavioral patterns, (2) by determining the behavior a person chooses and (3) by sustaining behavior or determining the individual levels of effort with respect to behavioral patterns. The author point out that pay appears to be a motivator in short-term situations but is ineffective as a long-term solution to reducing costs and increasing productivity. The paper concludes that, by implementing appropriate pay structures, incentive plans and motivation programs; management professionals may be able to shift the focus of employees from the extrinsic reward of pay to the intrinsic rewards of job satisfaction and recognition.
Table of Contents
Introduction
Motivation
Theories Related to Pay and Motivation
Research Conclusions
Incentive Plans
Non-Monetary Motivational Programs
Management Implications
Conclusions
From the Paper
"A similar needs-based theory was outlined by Clayton Alderfer (1969). Alderfer condensed Maslow's five levels into three levels and designated them as his ERG theory. The first, existence needs, encompasses physiological needs as well as safety and security needs. Belongingess and external esteem needs make up the second level of relatedness needs. The third and final level, growth needs, consists of self esteem and self-actualization. This model is very similar to Maslow's as it is hierarchical in nature. That is, lower-level needs must be met before higher-order needs can be fulfilled."
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