CEO compensation and corporate performance

Article Abstract:

A study was conducted to determine compensation levels for directors and chief executives in the US and to investigate the impact of differing CEO pay schemes on corporate performance. For the purposes of this examination, outside directors of 100 publicly traded American firms were asked to complete a survey. Results showed that a majority of the corporations offer insignificant or no long-term incentives to their chief executives. Nevertheless, there were certain board practices that facilitate the long-term pay of chief executives. These included retaining a compensation consultant and staffing the compensation committee only with outside directors, encouraging outside directors to make nominations to the board, and re-organizing outside director compensation via long-term incentives and rewards. The study discovered that companies with long-term compensation plans for chief executives were more likely to succeed.

Corporate directors, Compensation and benefits, Corporations, Chief executive officers, Organizational effectiveness

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Implementing quality and re-engineering programmes: managing the people issues

Article Abstract:

The subject of why total quality management (TQM) and business process reengineering (BPR) is the focus of several research papers published in 1998. Katz et al. explored cultural influences that determine the extent of refusal to adopt TQM in different countries while Edwards et al. highlighted the impact of context on the effectiveness of quality initiatives. Meanwhile, McCabe and Wilkinson's case study of TQM failure in a medium-sized British bank unearthed no single factor but instead found a range of possible explanations, including the organizational culture, the implementation and the role of external factors. Moosbruker and Loftin emphasized the importance of change management principles in BPR success and the use of organization development as a framework. Beugre focused on the impact of perceptions of justice in BPR while Zbaracki dwelt on the introduction and legitimization of TQM ideas.

Business Personnel Management, Human resource management, Total quality management, Reengineering (Management), Human resource management )

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Pay, performance, and motivation

Article Abstract:

Recent research shed light on the interrelationships among employee pay, performance and motivation. Pfeffer (1998) discussed six myths surrounding pay and argued that companies should not rely on their pay scheme to motivate their employees and influence their performance. He stated that other management practices can also have an effect on performance. Meanwhile, Murray and Gerhart's study (1998) showed that a skill-based pay program should be aligned with the organizational strategy and should merely be a part of a general human resource program. For their part, Stajkovic and Luthans (1998), relying on social cognitive theory, point out that self-efficacy has a critical impact on employee performance. Therefore, companies should not expect that employee behavior is affected only by rewards. Studies by Lee et al (1997) and Lewis (1998) demonstrate how to design a successful incentive scheme.

Performance, Employee motivation

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