Title

Dollars and sense: The implications of CEO compensation for organizational performance

Abstract

Crafting a compensation package for an organization's chief executive officer (CEO) that will help the firm maximize its performance is a vexing challenge for a board of directors. Management theory offers boards several practical hints. A board can put its CEO and the firm in the best position to be successful by (1) creating strong incentives for the CEO to act in the firm's best interest at all times; (2) benchmarking a CEO's performance and compensation relative to that of very high performing CEOs in the industry; (3) diagnosing and responding to CEOs' feelings about equity relative to their peers; (4) paying a CEO with uniquely valuable knowledge, skills, and ability at the top of the market; (5) offering retention incentives if a proven performer with unique skills is leading a company; (6) resisting the temptation to simply mimic the compensation packages that work for leading firms; and (7) considering candidates' social ties when recruiting a new CEO.

Document Type

Article

DOI

https://doi.org/10.1016/j.bushor.2013.05.008

Keywords

CEO compensation, corporate governance, organizational performance, board of directors

Publication Date

2013

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