Past, Present and Future Compensation Research Perspectives

Conroy, Samantha A.; Yoon, Yeong Joon; Bamberger, Peter; Gerhart, Barry; Gupta, Nina; Nyberg, Anthony J.; Park, Sanghee; Park, Tae-Youn; Shaw, Jason D.; Sturman, Michael C.

doi:10.1177/0886368716681677

Cited by 16 publications

(22 citation statements)

References 12 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Since incentive is one of the forms of compensation [1], thus, the discussion of incentive could not be separated from the discussion compensation. Compensation is a central issue in an organization because it has a strong influence towards the performance of the employees and organization [2], [3].…”

Section: A Work-based Incentivementioning

confidence: 99%

“…Moreover, it is believed that compensation could enhance the employees' work performances which in turn increase the productivity of an organization. Therefore, it is the reason why compensation is the most fundamental basic element in the discussion of human resource (HR) [1].…”

Section: A Work-based Incentivementioning

confidence: 99%

“…Human resource is the most important condition to increase the productivity of an organization needs to protect the assets of employees by making them feel safe and secure in doing their jobs. One of the ways to promote the employees' job satisfaction is by giving them compensation based on their work performance [1] [2] [3]. This paper is a part of a bigger research on the influence of the work-based incentive towards the employees' work motivation and discipline.…”

Section: Introductionmentioning

confidence: 99%

“…Therefore, this paper attempts to fill the gap of study. Moreover, discussion about compensation is still considered as under-research in the area of Human Resource Management [1], [3]. The procedures of the IBK implementation are also unleashed.…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

The implementation of work-based incentive at Law Firm and Secretary Staffs at Universitas Pendidikan Indonesia

Rahadian¹,

Sya’roni²

2018

Proceedings of the International Conference on Business, Economic, Social Science and Humanities (ICOBEST 2018)

View full text Add to dashboard Cite

The study attempts to identify the implementation of work-based incentive, called Insentif Berbasis Kinerja (IBK), at Law Firm and Secretary Staffs at Universitas Pendidikan Indonesia. To increase the productivity of an organization, pay-for-performance (PFP) is usually implemented in an institution. IBK is one of the forms of PFP. This paper is a part of a bigger research about the influence of IBK towards the administration staffs work motivation and discipline in Biro Hukum dan Kesekretariatan division at Indonesia University of Education. The study in this paper is a part of the preliminary research which focused on the implementation of IBK system. Qualitative descriptive is employed as the research method of the study. The data collection was conducted through literatures study of the Law Firm and Secretariat documents, observation, and semistructured interview. The result of the study reveals that the implementation of IBK system is conducted through some steps, namely; planning the RKB, the RKB verification, collecting the physical proof, reporting the RKB, the RKB data input, reporting the input data to the directorate of finance, transferring the money based on the data to the staff's bank account. Besides, the study also describes some considerations that were taken into account in the process of the IBK enactment.

show abstract

Section: A Work-based Incentivementioning

confidence: 99%

Section: A Work-based Incentivementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

The implementation of work-based incentive at Law Firm and Secretary Staffs at Universitas Pendidikan Indonesia

Rahadian¹,

Sya’roni²

2018

Proceedings of the International Conference on Business, Economic, Social Science and Humanities (ICOBEST 2018)

View full text Add to dashboard Cite

show abstract

“…Some argue that current CEO pay practices infringe social norms, with demands for the regulation of CEO compensation (Clifford 2017, Rost andWeibel 2013). The problem is not income inequality per se but rather income inequity, i.e., the unexplained or indefensible inequality that emerges when the pay seems to be unconnected to performance-although how to measure "performance" is open to debate (Conroy et al 2015, Lazonick 2017. As an example, the oil company BP awarded its CEO a 20% pay increase for 2015 in spite of a record annual loss of the company; in response to a shareholder protest, the company then decreased his pay package by 40%, but not prior to 2016 (Cox 2017).…”

Section: Introductionmentioning

confidence: 99%

Executive Compensation in Europe: Realized Gains from Stock-Based Pay

2018

View full text Add to dashboard Cite

This paper adds to the empirical evidence on the extent to which stock-based pay incentivizes and rewards European corporate executives. It shows that the actual realized gains (that is, take-home compensation) from stock-based pay of CEOs in European publicly-listed firms may be underestimated by the use of "estimated fair value" measures. The paper also documents the heterogeneity among countries in terms of the levels and components of CEO take-home pay. We base our work on a sample of 301 large, publicly-traded companies listed in the S&P Europe 350 index from 11 EU countries: and United Kingdom for the fiscal year 2015. Through analyzing companies' annual reports, we have hand-collected data on various elements of compensation of the company's CEO in 2015, including the gains that executives realize from stock-based pay. We document that on average half of the total compensation of the European CEOs in our sample is stock-based, measured by actual realized gains, with large differences among countries. Although in some European countries the majority of total compensation is stock-based, the proportions are still well below those that prevail in the 1 United States. A comparison of the realized-gains measure of CEO compensation with the data based on fair value estimates shows that the latter underestimates the relevance of stockbased pay, in the case of some countries dramatically. Our research findings add to the existing research on CEO pay and the link between pay of EU-based corporate executives and the performance of the companies that they manage. Based on our work, we argue that realized gains measures of CEO pay should be the standard for assessing the incentives and rewards of senior corporate executives in Europe. Our research is the first step in building time series of European executive compensation that will be useful for policies concerning corporate governance and economic performance.

show abstract

Human capital and agency effects on CEO compensation of IPO biopharmaceutical firms and the market’s response

2017

View full text Add to dashboard Cite

This paper examines the determinants of base pay and total incentive compensation packages of CEOs of biopharmaceutical firms that have recently gone public, and whether human capital and agency factors affect the market's response to the initial public offering. We find that in terms of net proceeds, the IPO market appears to reward the firms that have founder-CEOs and CEOs with higher incentive compensation. CEOs with prior venture capital experience are associated with receiving higher incentive compensation, while CEOs with a greater ownership interest in the firm receive lower incentive compensation but higher salaries. CEOs of firms with a greater percentage of insiders are associated with lower salaries. The results should add to our understanding related to human capital and agency theories, as well as help firms and investors better understand and structure CEO compensation.

show abstract

Past, Present and Future Compensation Research Perspectives

Cited by 16 publications

References 12 publications

The implementation of work-based incentive at Law Firm and Secretary Staffs at Universitas Pendidikan Indonesia

The implementation of work-based incentive at Law Firm and Secretary Staffs at Universitas Pendidikan Indonesia

Executive Compensation in Europe: Realized Gains from Stock-Based Pay

Human capital and agency effects on CEO compensation of IPO biopharmaceutical firms and the market’s response

Contact Info

Product

Resources

About