The document discusses executive performance measures and compensation. It outlines the objectives of management compensation as motivating managers, incentivizing decisions aligned with company goals, and fairly rewarding performance. Compensation typically includes a mix of salary, bonuses, and long-term incentives like stock options. Bonus plans are based on performance measures, compensation pools, and payment options like cash, stock, or deferred compensation. Effective plans balance short and long-term incentives and individual vs company-wide goals.
Internal control is a process designed to provide reasonable assurance regarding the achievement of objectives in the following categories:
Effectiveness and efficiency of operations
Reliability of financial reporting
Compliance with applicable laws and regulations
This presentation examines ICs and their effectiveness.
Chapter 1 Introduction to Financial ManagementSafeer Raza
Chapter 1 of Financial Management by Van horn
Introduction to Financial management
Topics
Introduction
What is Financial Management
Investment Decision
Financing decision
Asset management Decision
Goal of the firm
Value creation or profit maximization
wealth maximization
Agency problems
Corporate Social Responsibility
Corporate governance
Organization of the financial management function
Lecture 16 internal control - james a. hall book chapter 3Habib Ullah Qamar
We started with the need of Internal Control and then What is internal Control and its Objectives of Internal control System.
Assumptions of ICS,Exposures and risks,PDC Model
SOX provision and annual Report
The nature of management control systemsAbu Nahiyan
Control: The process of monitoring activities to ensure that they are being accomplished as planned and of correcting any significant deviations.
Management: The process of dealing with or controlling things or people.
System: A system is a prescribed way of carrying out any activity or set of activities.
Management Control Systems: The system used by management to control the activities of an organization is called management control systems.
You don’t have to be an accountant in the Philippines to fully grasp the purpose of value added taxes (VAT). At what scenario are we paying for it and why? This time, let’s find the transactions that govern its scope.
Cash is the most liquid of assets.
Offers both liquidity and flexibility.
Both the beginning and the end of a company’s operating cycle.
Contrast: Accrual accounting and Cash basis accounting.
Net cash flow as the end measure of profitability.
Cash flow analysis helps in assessing liquidity, solvency, and financial flexibility.
Internal control is a process designed to provide reasonable assurance regarding the achievement of objectives in the following categories:
Effectiveness and efficiency of operations
Reliability of financial reporting
Compliance with applicable laws and regulations
This presentation examines ICs and their effectiveness.
Chapter 1 Introduction to Financial ManagementSafeer Raza
Chapter 1 of Financial Management by Van horn
Introduction to Financial management
Topics
Introduction
What is Financial Management
Investment Decision
Financing decision
Asset management Decision
Goal of the firm
Value creation or profit maximization
wealth maximization
Agency problems
Corporate Social Responsibility
Corporate governance
Organization of the financial management function
Lecture 16 internal control - james a. hall book chapter 3Habib Ullah Qamar
We started with the need of Internal Control and then What is internal Control and its Objectives of Internal control System.
Assumptions of ICS,Exposures and risks,PDC Model
SOX provision and annual Report
The nature of management control systemsAbu Nahiyan
Control: The process of monitoring activities to ensure that they are being accomplished as planned and of correcting any significant deviations.
Management: The process of dealing with or controlling things or people.
System: A system is a prescribed way of carrying out any activity or set of activities.
Management Control Systems: The system used by management to control the activities of an organization is called management control systems.
You don’t have to be an accountant in the Philippines to fully grasp the purpose of value added taxes (VAT). At what scenario are we paying for it and why? This time, let’s find the transactions that govern its scope.
Cash is the most liquid of assets.
Offers both liquidity and flexibility.
Both the beginning and the end of a company’s operating cycle.
Contrast: Accrual accounting and Cash basis accounting.
Net cash flow as the end measure of profitability.
Cash flow analysis helps in assessing liquidity, solvency, and financial flexibility.
Executive Compensation at Financial InstitutionsDavid Stone
Executive compensation at U.S. companies has become dramatically disproportionate relative to the average workers at those companies over the past 25 years. Now, the current global financial crisis is putting a harsh spotlight on executive compensation at financial institutions in particular. This report looks at the basic nature of executive compensation packages and the issues or concerns that have been raised about them. That information provides a context for looking specifically at financial institutions: what makes their executive compensation programs different and how the current financial crisis is going to affect those programs.
A company offer a competitive compensation arrangement in order to attract, retain, and motivate a qualified CEO to manage the organization.
This Quick Guide examines the elements of executive compensation and the process by which the compensation committee establishes pay packages.
It examines the questions:
• What is the purpose of a compensation program?
• How do boards structure pay?
• What is the difference between expected, earned, and realized pay?
• How much do CEOs make?
• Are CEOs paid the “right” amount?
For an expanded discussion, see Corporate Governance Matters: A Closer Look at Organizational Choices and Their Consequences (Second Edition) by David Larcker and Brian Tayan (2015): http://www.gsb.stanford.edu/faculty-research/books/corporate-governance-matters-closer-look-organizational-choices
Buy This Book: http://www.ftpress.com/store/corporate-governance-matters-a-closer-look-at-organizational-9780134031569
For permissions to use this material, please contact: E: corpgovernance@gsb.stanford.edu
Copyright 2015 by David F. Larcker and Brian Tayan. All rights reserved.
Apple Executive Compensation Policy WITH VIDEOExkalibur.com
Apple's Executive Compensation Policy incorporates 5 Cornerstones of Executive Compensation that represent a set of proven concepts that can be effectively applied to your business. I've also created a video describing Apple's plan (it appears on the first slide) which explains some of these concepts.
Check it out and let me know what we might be missing at http://www.Exkalibur.com.
Executive Compensation: Exploring Models and Considerations in Corporate Remu...assignmentcafe1
Welcome to our comprehensive SlideShare presentation on executive compensation, where we delve into the intricate world of corporate remuneration models and considerations. Join us as we explore the various approaches, challenges, and ethical considerations surrounding executive compensation in today's corporate landscape.
In this enlightening presentation, we aim to provide a nuanced understanding of the complexities involved in determining executive compensation packages. We examine different models and frameworks, including performance-based pay, equity-based incentives, and bonus structures, and assess their effectiveness in aligning executive incentives with organizational goals.
Through a careful analysis of industry practices, regulatory frameworks, and shareholder perspectives, we explore the considerations that shape executive compensation decisions. We delve into the challenges of balancing competitive market forces, ensuring fairness and transparency, and addressing concerns related to income inequality and excessive executive pay.
Furthermore, we examine the impact of executive compensation on corporate governance, organizational culture, and long-term value creation. We discuss the influence of compensation structures on risk-taking behavior, strategic decision-making, and the attraction and retention of top talent within the company.
Our presentation goes beyond theoretical discussions by incorporating real-world examples and case studies. By exploring notable instances of successful and controversial executive compensation practices, we aim to provide practical insights and lessons for organizations navigating this complex landscape.
Through this exploration, we encourage reflection and dialogue on the ethical dimensions of executive compensation. We consider the perspectives of various stakeholders, including shareholders, employees, and society at large, and discuss the importance of designing compensation packages that align with broader social and organizational values.
Join us as we delve into the multifaceted world of executive compensation, analyzing different models, considerations, and ethical implications. Together, let us gain a deeper understanding of the intricacies surrounding corporate remuneration and explore ways to promote fairness, accountability, and long-term sustainable growth.
Introduction1but the focus in this chapter is pay. they al.docxmariuse18nolet
Introduction
1
but the focus in this chapter is pay.
they all help maintain employee commitment
There are many work motivators, including
promotions
desirable work assignments
peer recognition
work freedom
Rewards Review
2
bonuses
piecework
commission
incentive
plans
merit pay
plans
cost of living
increase
labor market
adjustment
profit sharing
time-in-rank
increase
protection
Program
pay for time
not worked
services/
perks
assigned
parking space
preferred
assignments
business
cards
own
secretary
impressive
title
participation in
decision making
greater job
freedom
more
responsibility
opportunities
for growth
diversity
of activities
Financial
Non-financial
Extrinsic
Implied
membership-based
Performance
based
Explicit
membership-based
Intrinsic
Types of Reward Plans
3
intrinsic rewards (personal satisfactions) come from the job itself, such as:
pride in one’s work
feelings of accomplishment
being part of a work team
extrinsic rewards come from a source outside the job, mainly by management:
money
promotions
benefits
Intrinsic versus Extrinsic Rewards
Types of Reward Plans
4
financial rewards:
Financial versus Nonfinancial Rewards
nonfinancial rewards:
wages
bonuses
profit sharing
pension plans
paid leaves
purchase discounts
make life on the job more attractive; employees vary greatly on what types they like
Types of Reward Plans
5
performance-based rewards are tied to specific job performance criteria
commissions
piecework pay plans
incentive systems
group bonuses
merit pay
membership-based rewards such as cost-of-living increases, benefits, and salary increases are offered to all employees
Performance-based versus Membership-Based
Compensation Administration
6
An effective, fair compensation program:
Companies derive their compensation programs from job evaluation, which defines the appropriate worth of each job.
Both employees and employers
can research compensation
facts and issues at
www.salary.com
http://salary.nytimes.com/
http://www.salaryexpert.com/
attracts
motivates
Retains competent employees
Compensation Administration
7
The Fair Labor Standards Act requires:
minimum wage
overtime pay
record-keeping
child labor restrictions
exempt employees
include professional and
managerial employees
not covered under
FLSA overtime provisions
nonexempt employees
eligible for premium pay
(time and one-half)
when they work more than
40 hours in a week
Compensation Administration
8
Civil Rights Act:
broader than Equal Pay Act
prohibits discrimination on the basis of gender
used to support comparable worth concept
salaries established based on skill, responsibility, effort, and working conditions
Equal Pay Act of 1963 requires that men and women hired for the same job be paid the same.
Job Evaluation and the Pay Structure
9
Job analysis information determines the relative value, or rank, of each job in the organization.
Research wage information at
the Bureau of Labor Statistics
http://.
The European Unemployment Puzzle: implications from population agingGRAPE
We study the link between the evolving age structure of the working population and unemployment. We build a large new Keynesian OLG model with a realistic age structure, labor market frictions, sticky prices, and aggregate shocks. Once calibrated to the European economy, we quantify the extent to which demographic changes over the last three decades have contributed to the decline of the unemployment rate. Our findings yield important implications for the future evolution of unemployment given the anticipated further aging of the working population in Europe. We also quantify the implications for optimal monetary policy: lowering inflation volatility becomes less costly in terms of GDP and unemployment volatility, which hints that optimal monetary policy may be more hawkish in an aging society. Finally, our results also propose a partial reversal of the European-US unemployment puzzle due to the fact that the share of young workers is expected to remain robust in the US.
What price will pi network be listed on exchangesDOT TECH
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
So if you are interested in selling your pi network coins at a high rate tho. Or you can't wait till the mainnet launch in 2026. You can easily trade your pi coins with a merchant.
A merchant is someone who buys pi coins from miners and resell them to Investors looking forward to hold massive quantities till mainnet launch.
I will leave the telegram contact of my personal pi vendor to trade with.
@Pi_vendor_247
BYD SWOT Analysis and In-Depth Insights 2024.pptxmikemetalprod
Indepth analysis of the BYD 2024
BYD (Build Your Dreams) is a Chinese automaker and battery manufacturer that has snowballed over the past two decades to become a significant player in electric vehicles and global clean energy technology.
This SWOT analysis examines BYD's strengths, weaknesses, opportunities, and threats as it competes in the fast-changing automotive and energy storage industries.
Founded in 1995 and headquartered in Shenzhen, BYD started as a battery company before expanding into automobiles in the early 2000s.
Initially manufacturing gasoline-powered vehicles, BYD focused on plug-in hybrid and fully electric vehicles, leveraging its expertise in battery technology.
Today, BYD is the world’s largest electric vehicle manufacturer, delivering over 1.2 million electric cars globally. The company also produces electric buses, trucks, forklifts, and rail transit.
On the energy side, BYD is a major supplier of rechargeable batteries for cell phones, laptops, electric vehicles, and energy storage systems.
when will pi network coin be available on crypto exchange.DOT TECH
There is no set date for when Pi coins will enter the market.
However, the developers are working hard to get them released as soon as possible.
Once they are available, users will be able to exchange other cryptocurrencies for Pi coins on designated exchanges.
But for now the only way to sell your pi coins is through verified pi vendor.
Here is the telegram contact of my personal pi vendor
@Pi_vendor_247
How to get verified on Coinbase Account?_.docxBuy bitget
t's important to note that buying verified Coinbase accounts is not recommended and may violate Coinbase's terms of service. Instead of searching to "buy verified Coinbase accounts," follow the proper steps to verify your own account to ensure compliance and security.
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
how to sell pi coins effectively (from 50 - 100k pi)DOT TECH
Anywhere in the world, including Africa, America, and Europe, you can sell Pi Network Coins online and receive cash through online payment options.
Pi has not yet been launched on any exchange because we are currently using the confined Mainnet. The planned launch date for Pi is June 28, 2026.
Reselling to investors who want to hold until the mainnet launch in 2026 is currently the sole way to sell.
Consequently, right now. All you need to do is select the right pi network provider.
Who is a pi merchant?
An individual who buys coins from miners on the pi network and resells them to investors hoping to hang onto them until the mainnet is launched is known as a pi merchant.
debuts.
I'll provide you the Telegram username
@Pi_vendor_247
1. Elemental Economics - Introduction to mining.pdfNeal Brewster
After this first you should: Understand the nature of mining; have an awareness of the industry’s boundaries, corporate structure and size; appreciation the complex motivations and objectives of the industries’ various participants; know how mineral reserves are defined and estimated, and how they evolve over time.
The secret way to sell pi coins effortlessly.DOT TECH
Well as we all know pi isn't launched yet. But you can still sell your pi coins effortlessly because some whales in China are interested in holding massive pi coins. And they are willing to pay good money for it. If you are interested in selling I will leave a contact for you. Just telegram this number below. I sold about 3000 pi coins to him and he paid me immediately.
Telegram: @Pi_vendor_247
What website can I sell pi coins securely.DOT TECH
Currently there are no website or exchange that allow buying or selling of pi coins..
But you can still easily sell pi coins, by reselling it to exchanges/crypto whales interested in holding thousands of pi coins before the mainnet launch.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and resell to these crypto whales and holders of pi..
This is because pi network is not doing any pre-sale. The only way exchanges can get pi is by buying from miners and pi merchants stands in between the miners and the exchanges.
How can I sell my pi coins?
Selling pi coins is really easy, but first you need to migrate to mainnet wallet before you can do that. I will leave the telegram contact of my personal pi merchant to trade with.
Tele-gram.
@Pi_vendor_247
Yes of course, you can easily start mining pi network coin today and sell to legit pi vendors in the United States.
Here the telegram contact of my personal vendor.
@Pi_vendor_247
#pi network #pi coins #legit #passive income
#US
where can I find a legit pi merchant onlineDOT TECH
Yes. This is very easy what you need is a recommendation from someone who has successfully traded pi coins before with a merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi network coins and resell them to Investors looking forward to hold thousands of pi coins before the open mainnet.
I will leave the telegram contact of my personal pi merchant to trade with
@Pi_vendor_247
1. CHAPTER 17:EXECUTIVE PERFORMANCEMEASURES AND
COMPENSATION
Expected Learning Outcomes:
After studying this chapter, you should be able to…
1. Enumerate the objectives of management compensation.
2. Understand cash and noncash compensation.
3. Explain the 3 aspects of a bonus plan: the base for determining compensation, the
compensation pool from which the bonus is funded, and the bonus payment options.
Recruiting, motivating, rewarding and retaining effective managers are critical to the success of
all firms. An important integral part of the determination of a strategic competitive advantage of
a firm is an effective management compensation plan.
Objective of Management Compensation
The firm’s key objective is to develop management compensation plans that support its strategic
objectives, as set forth by management and the owners. The objectives of management
compensation are therefore consistent with the 3 objectives of management control:
1. To motivate managers to exert a high level of effort to achieve the goals set by top
management.
2. To provide the incentive for managers, acting autonomously, to make decisions consistent
with the goals set by top management.
3. To determine fairly the rewards earned by managers for their effort and skill and the
effectiveness of their decision making.
Executive Performance Measures and Compensation
Studies show that division manager’s compensation arrangements include a mix of salary,
bonuses and long-term compensation tied to earnings and stock price of the company such as
stock options and noncash compensation. The goal of such compensation arrangements is to
balance division and company wide incentives, as well as short-term and long-term incentives.
One survey of companies reported the average annual incentive component of compensation as
follows:
1. Average annual cash and stock compensation based on long-run performance equal to 57% of
current salary, and
2. Bonuses based on short-run performance equal to 40% of current salary.
These percentages vary widely over the sample; some firms use stronger performance incentives
than others.
2. Cash Compensation
Cash compensation includes salaries and bonuses. A company may reward good managerial
performance by granting periodic raises. Salary raises, once affected, are however usually
permanent while bonuses give a company more flexibility. Many companies use a combination
of salary and bonuses to fluctuate with reported income. Of course, income-based compensation
can encourage dysfunctional behavior such as the manager may engage in unethical practices
like
(1) Postponing needed maintenance, or
(2) Postponing revenue recognition at the end of the year in which maximum bonus has already
been achieved to the next year.
Noncash Compensation
Noncash Compensation is also important. Some managers may trade off increases in salary for
improvement in title, office location and trappings, use of expense accounts or use of corporate
country club facilities and so forth. Autonomy in the conduct of their daily business can also
make the manager efficient and an important perquisite (a type of fringe benefits over and above
salary).
Stock options which give executives the right to buy company stock at a specified price (usually
lower than market price) within a specified period, are often used to motivate executives to
improve the company’s long-run performance to increase the stock price.
Designers of executives or manager’s compensation plans emphasize 3 factors:
(1) achievement of organization goals,
(2) ease of administering the plans, and
(3) ensuring that affected executives perceive the plan.
Bonus Plans
As stated earlier, bonus compensation is the fastest growing element of total compensation and
often the largest part. A wide variety of bonus pay plans can be categorized according to 3 key
aspects:
The base of the compensation that is, how the bonus pay is determined. The 3 most
common bases are (1) stock price, (2) cost, revenue, profit, or investment unit-based
performance, and (3) the balanced scorecard.
Compensation pools, that is, the source from which the bonus pay is funded. The 2 most
common compensation pools are earnings in the manager’s own unit and a firmwide pool
based on the firm’s total earnings.
Payment options, that is, how the bonus is to be awarded. The 2 common options are
cash and stock (typically ordinary shares). The cash or stock can either be awarded
3. currently or deferred to future years. Stock can either be awarded directly or granted in
the form of stock options.
Bases for Bonus Compensation
The choice of a base comes from a consideration of the compensation objectives, as outlined in
Figure 17-1.
Figure 17-1: Advantages and Disadvantages of Different Bonus Compensation Bases
Relative to Compensation Objectives.
MOTIVATION RIGHT DECISION FAIRNESS
Stock price (+/-) Depends on
whether stock and
stock options are
included in base pay
and bonus
(+) aligns
management
compensation with
shareholder interests.
(+) Consistent with
shareholders’
interests.
(-) Lack of
controllability.
Strategic performance
measures (cost,
revenue, profit, and
investment units)
(+) Strongly
motivating if
noncontrollable
factors are excluded
(+) Generally a good
measure of economic
performance
(-) Typically has only
a short-term focus
(-) If bonus is very
high, creates an
incentive for
inaccurate reporting
(+) Intuitive, clear,
and easily understood
(-) Measurement
issues: differences in
accounting
conventions, cost
allocation methods,
financing methods,
and so on.
Balanced scorecard
(critical success
factors)
(+) Strongly
motivating if
noncontrollable
factors are excluded
(+) aligns
management
compensation with
shareholder interests
(+) Consistent with
management’s
strategy
(-) Can be subject to
inaccurate reporting
of nonfinancial factors
(+) If carefully
defined and measured,
critical success factors
are likely to be
perceived as fair
(-) Potential
measurement issues as
above
Key: (+) means the base has a positive effect on the objective.
(-) means the base has a negative effect on the objective.
Bonus Compensation Pools
A unit- based pool is a basis for determining a bonus according to the performance of the
manager’s unit.
4. A firmwide pool is a basis for determining the bonus available to all managers through an
amount set aside for this purpose .
Figure 17-2: Advantages and Disadvantages of Different Bonus Pools Relative to
Compensation Objectives
MOTIVATION RIGHT DECISION FAIRNESS
Unit based (+) Strong motivation
for an effective
manager- the upside
potential
(-) Unmotivating for
manager for
economically weaker
units
(-) Provides the
incentive for
individual mangers
not to cooperate with
and support other
units when needed for
the good of the firm.
(-) Does not separate
the performance of
the unit from the
manager’s
performance.
Firmwide (+) Helps to attract
and refrain good
managers throughout
the firm, even in
economically weaker
units
(-) Not as strongly
motivating as the unit-
based pool
(+) Effort for the good
of the overall firm is
rewarded-motivates
teamwork and sharing
of assets among units
(+) Separates the
performance of the
manager from that of
the unit
(+) Can appear to be
fairer to shareholders
and others who are
concerned that
executive pay is too
high
Key: (+) means the base has a positive effect on the objective.
(-) means the base has a negative effect on the objective.
Bonus Payment Options
The 4 most common payment options are:
Current bonus (cash and/or stock) based on current (usually annual) performance, the most
common bonus form.
Deferred bonus (cash and/or stock) earned currently but not paid for two or more years.
Deferred plans are used to avoid or delay taxes or to affect the manager’s future total income
stream in some desired way. This type of plan can also be used to retain key managers because
the deferred compensation is paid only if the manager stays with the firm.
Stock Options confer the right to purchase stock at some future date at a predetermined price.
They are used to motivate managers to increase stock price for the benefit of the shareholders.
When exercised, stock options also have the positive effect of increasing the executive’s
ownership in the firm, thereby further increasing the executive’s alignment with shareholder
interests. For this reason, many firms require executives to own a significant amount of stock in
the company.
Performance shares grant stock for achieving certain performance goals over two years or more.
5. The advantages and disadvantages of the 4 plans are shown in Figure 17-3.
Figure 17-3 Advantages and Disadvantages of Bonus Payment Options Relative to
Compensation Objectives
MOTIVATION RIGHT DECISION FAIRNESS
Current bonus (+) Strong motivation
for current
performance; stronger
motivation than for
deferred plans
(-) Short-term focus
(-) Risk-averse
manager avoids risky
but potentially
beneficial projects
(+/-) Depends on the
clarity of the bonus
arrangement and the
consistency with
which it is applied
Deferred bonus (+) Strong motivation
for current
performance, but not
as strong as for the
current bonus plan
since the reward is
delayed
Same as for current
bonus
Same as for current
bonus
Stock options (+) Unlimited upside
potential is highly
motivating
(-) Delay and
uncertainty in reward
reduces motivation
(+) Incentive to
consider long-term
issues
(+) Provides better
risk incentives than
for current or deferred
bonus plans
(+) Consistent with
shareholder interests
(-) Uncontrollable
factors affect stock
price
Also same as for
current bonus
Performance shares Same as for stock
options
(+) Incentives to
consider long-term
factors that affect
stock price
(+) Consistent with
the firm’s strategy,
when critical success
factors are used
(+) Consistent with
shareholder interests
when earnings per
share is used
(+/-) Depends on the
clarity of the bonus
arrangements and the
consistency with
which it is applied
Key: (+) means the base has a positive effect on the objective.
(-) means the base has a negative effect on the objective.
Performance Measures at the Individual Activity Level
When evaluating performance at the individual activity level 2 issues are involved:
First: Designing performance measures of activities that require multiple tasks, and
6. Second: Designing performance measures for activities done in teams.
Performing Tasks
It is a common business practice that employers want their employees to allocate their time and
effort intelligently among the various tasks or aspects of their jobs. For example, marketing
representative sell products, provide customer support and gather market information. Production
works are responsible for both the quantity and quality of their output.
The performance measurement should measure the different aspects of an employee’s job and to
balance incentives so that all aspects are properly emphasized.
Team-based Compensation Arrangements
Pooling of talents of employees with multiple skills, knowledge, experiences and judgements can
resolve many businesses problems, be they manufacturing, marketing and design-related. A team
accomplishes better securities than individual employees acting alone. Business establishments
reward individuals or a team on the basis of team performance such as achieving regional sales
target by the regional team. Such team-based incentives encourage individuals to help one
another as they strive toward a common goal. To encourage development of team skills, some
companies use a checklist of team skills, such as communication and willingness to help. The
desirability of team-based compensation depends, to a great extent, on the culture and
management style of a particular organization. Some criticisms on team-based compensation are
(1) Incentives for individual employees to excel are diminished, harming overall performance,
and
(2) Some team members who are not productive contributors to the team’s success nevertheless
share in the team’s rewards thereby dampening the interest and morale of the good performers.
Team-based incentive compensation encourages employees to work together to achieve common
goals. Individual-based incentive compensation rewards employees for their own performance,
consistent with responsibility accounting.
A mix of both types of incentives encourages employees to maximize their own performance
while working together in the best interest of the company as a whole.
Environmental and Ethical Responsibilities
As companies try to achieve the performance goals of their organizations, managers should be
aware constantly of their environment and ethical responsibilities. Illegal practices (such as
bribery and corruption) and environmental pollutions (such as water and air pollution) carry
heavy fines and are prison offense under the laws of many countries. Business ethics present
difficulties in a single-country context, but they pose more problems in a global context.
Ethical behavior on the part of managers is paramount. They should not be tainted by “creative
accounting” resulting to overstatement of assets, understatement of liabilities, fictitious revenues
and understatement of costs. Additionally, management should promptly and severely reprimand
unethical conduct irrespective of the benefits that might accrue to the company from such action.
7. A strong underlying system is important for enforcing contracts and provides the basis for
confidence in ethical dealings. Other ethical problems with bribes and differing business laws
exist. US companies that contract with overseas firms may find themselves the target of
unfavorable publicity on use of child labor. The stories of bribery of Middle Eastern officials are
legendary. In some countries, these bribes are a necessary part of doing business. Insider trading
is not against the law in Europe and it is definitely illegal in the U.S.
Socially responsible companies set very strict environmental goals and measure and report their
performance against them. For example, a company makes environmental performance a line
item on every employee’s salary appraisal report. Another company appraises employees on
their part in reducing solid waste, outing emissions and discharges and implementing
environmental problems.
REVIEW QUESTIONS AND PROBLEMS
Questions
1. What is incentive compensation? What type of organization is best suited to incentive
compensation plans?
2. What are the 4 guidelines for effective incentive compensation systems? Briefly discuss each.
3. There are 4 broad approaches to distributing the proceeds of a bonus pool in a profit-sharing
plan:
1. Each person’s share is based on her salary.
2. Each person receives an equal share.
3. Each person’s share is based on his position in the organization (larger payments to people at
higher levels).
4. Each person’s share is based on individual performance.
Required:
a. For each of these alternatives, give 2 reasons to support that alternative.
b. For each of these alternatives, give 2 reasons against that alternative.
4. Describe each of the following:
a. cash bonus
b.profit sharing
c.gain sharing
d. stock option plan
When should an organization use of them?
8. Problems
Problem 1
PK Corporation has a profit-sharing plan that is worded as follows:
The company will make available a profit-sharing pool that will be the maximum of the
following 2 items:
1. 20% of profits in excess of the largest profit level which is 18% of assets, or,
2. Php 2,000,000.
The individual employee will receive a share of the profit sharing pool that is equal to the ratio of
that employee’s salary to the total salary paid to all employees. The company earned Php
20,000,000 in 20X4 and had net assets of Php 60,000,000. Total salaries for 20X4 were Php
12,000,000.
Required:
a. What would be the amount available for distribution from the profit-sharing pool?
b. What would Jo Marcelo’s profit share be assuming she earned Php 50,000 during 20X4?
Problem 2
FAC Corporation has a profit-sharing plan that is worded as follows:
The company will make available a profit-sharing pool that will be the maximum of the
following 2 items:
1. 25% of profits in excess of the largest profit level which is 18% of assets, or,
2. Php 3,200,000.
The individual employee will receive a share of the profit sharing pool that is equal to the ratio of
that employee’s salary to the total salary paid to all employees. The company earned Php
30,000,000 in 20X4 and had net assets of Php 72,000,000. Total salaries for 20X4 were Php
10,000,000.
Required:
a. What would be the amount available for distribution from the profit-sharing pool?
b. What would Francis Argante’s profit share be assuming he earned Php 40,000 during 20X4?
Multiple Choice
1. All of the following are true except
a. Cash bonuses, meals, and trips are example of expense reward.
b. Pay for performance systems base rewards on achieving or exceeding some measured
9. performance.
c. An intrinsic reward is base on performance and is any reward that one person provides to
another person to recognize a job well done.
d. In an effective compensation system, each employee should be paid a basic wage that reflect a
market assessment for his skill and experience.
2. Which of the following statement is false?
a. Incentive compensation systems, work best in organizations in which employees have no skill
or have not been empowered.
b. Profit sharing is a group incentive compensation plan focused on rewarfing short term
performances.
c. A stock option is right to purchase a unit of organization’s stock at a specified price for a set
time limit.
d. An important element of control is motivating the employees to pursue the organization’s
interest as they undertake their daily jobs.
3. Which of the following is NOTa true statement?
a. An important element of control is motivating employees to pursue the organization’s interest.
b. An important element of motivation is compensation.
c. Hygiene factors relate to the job context and define the environment of individual's work.
d. Compensation is not useful in motivating employees.
4. __________ is based on performance and is any reward that one person provides to another in
recognition of a job well done.
a. Valence
b. Intrinsic rewards
c. Extrinsic rewards
d. Hygiene factors
5. Which of the following is an intrinsic reward?
a. cash bonuses
b. job satisfaction
c. trips
d. meals
6. Which of the following is an extrinsic reward?
a. stock bonuses
b. recognition in organization 's newsletter
c. recognition on a plaque
d. All of the above
10. 7. Which of the following is not an attribute of effective performance measurement systems?
a. The person must understand the job.
b. The job's performance measures should reflect the organization's key success factors.
c. The performance measurement system should set clear standards or targets for performance.
d. The pay for performance systems base rewards on only net income.
8. __________ systems base rewards or achieving or exceeding some measured performance.
a. Pay for performance
b. Base salary agreement
c. Intrinsic reward
d. Marketing
9. Which of the following is NOTan attribute of effective performance measurement system?
a. The performance measurement system should be accurate.
b. The reward system should focus on individual or group rewards depending on the nature of
the job.
c. The performance measurement system should set clear standards or targets for performance.
d. Incentive compensation are rewards system that pay only an hourly wage for hours worked.
10. Under the independent wage policy guideline for effective incentive compensation systems,
wage and incentive compensation systems, wage and incentive compensation policy for senior
management shoulder be developed by:
a. senior management
b. a board of director's compensation committee
c. employees
d. middle management
11. Which of he following is true about the independent wage policy for effective incentive
systems?
a. Senior management should have its own wage and incentive compensation.
b. The compensation committee should operate independently of senior management's direction.
c. A board of director's compensation committee should design the incentive compensation plan
for senior management.
d. All of the above are true.
12. Which of the following is true about the participation guideline for effective incentive
compensation systems?
a. Many experts believe that only the senior management should participate in an incentive
compensation plan.
b. Many experts believe that all employees should participate in an incentive compensation plan.
c. Incentive plans do not need to be documented clearly.
d. Many experts feel that the incentive compensation should be about 200% of the employees
basic wage for senior levels of the organization.
11. 13. Which of the following guidelines is being described by statement below?
A board of director's compensation committee should design the incentive compensation plan for
senior management without direct influence from the senior management.
a. fairness
b. participation
c. basic wage level
d. independent wage policy
14. __________ is a group incentive compensation plan focused on rewarding short-term
performance.
a. A cash bonus
b. Profit sharing
c. Gain sharing
d. A stock options
15. __________ is (are) also called lump-sum rewards, pay for performance and merit pay.
a. A cash bonuses
b. Profit sharing
c. Gain sharing
d. Stock options
16. __________ is the right to purchase a unit of the organization's stock at a specified price.
a. A cash bonus
b. Profit sharing
c. Gain sharing
d. A stock options
17. Which of the following would not be advantage for distributing the proceeds of bonus pool in
profit sharing plan based on each person's salary?
a. easy to administer
b. likely to be considered fair
c. always reflects contributions made
d. easy to calculate
18. Which of the following would not be an advantage for distributing the proceeds of bonus
pool in profit sharing plan based on an equal share?
a. easy to administer
b. may have a little motivational effect
c. likely to be considered fair
d. reflects how people often divide rewards
12. 19. Single performance measure can often
a. increase an employee's overall performance by focusing his or her attention on only one aspect
of their work.
b. create employee myopia by focusing their attention on only one aspect of their work.
c. lead to a greater job satisfaction for employees.
d. increase the level of teamwork in an organization.
20. Reward system designers consider all of the following when designing an incentive system
except
a. the level of uncertainty about goal achievement.
b. the personalities of employees.
c. the risk attitudes of employees.
d. the work ethic of employees.
21. Participation in decision making involves
a. filling out budget requests that are passed on to a superior.
b. telling a superior where you would like the budget set
c. a joint decision making process in which all parties agree to the levels at which the budget
should be set.
d. electing a spokesperson to tell a superior where you would like a budget set.
22. Empowering employees mean
a. they are free to strike at anytime.
b. they can hold secret meetings on company time.
c. they get a greater share of the raised pool than they did before.
d. they are given the ability to suggest and make changes to their work environment.
23. Participation in decision making may lead to the following benefits except
a. increased job satisfaction.
b. increased tensions between coworkers.
c. improved morale.
d. greater commitment to the decision.
24. Which of the following is NOTan attribute of effective performance measurement systems?
a. The person must understand the job.
b. The reward system should focus on individual or group rewards depending on nature of the
job.
c. The performance measurement system should be accurate.
d. The performance measurement system should set clear standards or targets for performance.