The Case Against Long-Term Incentive Plans
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Despite their popularity, pay-for-performance incentives haven't worked as well as proponents had expected. Research by Alexander Pepper, of the London School of Economics, identifies four reasons why: (1) Executives are more risk-adverse than financial theory suggests, so they don't see the at-risk portion of their pay packages as very valuable. (2) They discount heavily for time, so they don't assign much worth to long-term incentives. (3) They care more about relative pay--creating an arms-race mentality that drives packages higher. (4) Pay packages undervalue intrinsic, nonmonetary motivations to work--and many executives would happily take less pay in exchange for a job that was better in other respects. What should companies do in response to these findings? Pepper suggests, among other steps, eliminating long-term incentive pay, raising salaries, and using annual cash bonuses to encourage desired behaviors. "You can pay executives considerably less in total--but do it in a different way," he says.
【書誌情報】
ページ数:3ページ
サイズ:A4
商品番号:HBSP-F1610A
発行日:2016/10/1
登録日:2016/9/21
