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Directors' remuneration The need for a geo‐political perspective

Directors' remuneration The need for a geo‐political perspective There are many ways to construct an incentive program. However, most compensation plans tend to be focused on profitability and profitability‐related accomplishments with little or no incentive for corporate social responsibility. Director's compensation continues to climb with the United States leading and Britain following modestly behind. The question as to where fair pay ends and over‐compensation begins – and what that means for the community – is rarely raised. In order to understand the impact of fair and over‐compensated director's pay on other stakeholders, a geo‐political perspective is proposed that builds on knowledge of existing theories of the firm. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Review Emerald Publishing

Directors' remuneration The need for a geo‐political perspective

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References (89)

Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0048-3486
DOI
10.1108/00483480410550161
Publisher site
See Article on Publisher Site

Abstract

There are many ways to construct an incentive program. However, most compensation plans tend to be focused on profitability and profitability‐related accomplishments with little or no incentive for corporate social responsibility. Director's compensation continues to climb with the United States leading and Britain following modestly behind. The question as to where fair pay ends and over‐compensation begins – and what that means for the community – is rarely raised. In order to understand the impact of fair and over‐compensated director's pay on other stakeholders, a geo‐political perspective is proposed that builds on knowledge of existing theories of the firm.

Journal

Personnel ReviewEmerald Publishing

Published: Oct 1, 2004

Keywords: Remuneration; Chief executives; Incentive schemes

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