Executive Compensation Flashcards

1
Q

What is executive compensation?

A

Financial and non-financial rewards provided to top executives, including salary, bonuses, equity and benefits.

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2
Q

Why is executive compensation controversial?

A

It is often criticized as excessive and not always tied to performance.

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3
Q

What is the purpose of executive compensation?

A

To attract, retain, and incentivize executives while aligning their interests with shareholders.

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4
Q

What are the main components of executive compensation?

A

Base salary, bonuses, equity-based compensation, long-term incentive plans, and benefits (insurance and pensions).

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5
Q

What is the role of base salary?

A

It provides a fixed annual income, typically benchmarked to industry standards and firm size.

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6
Q

How do bonuses incentivize executives?

A

Bonuses reward short-term performance, often tied to financial or operational metrics.

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7
Q

What is equity-based compensation?

A

Incentives such as stock options and restricted stock that align executive pay with long-term shareholder value.

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8
Q

How do stock options work?

A

They give executives the right to buy shares at a fixed price in the future, encouraging stock price increases.

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9
Q

What are restricted stocks?

A

Shares granted to executives that cannot be sold for a set period.

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10
Q

What are long-term incentive plans (LTIPs)?

A

Multi-year performance-based rewards, often tied to sustained profitability or growth.

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11
Q

What non-cash benefits do executives typically receive?

A

Retirement plans, health insurance, and other perks like sabbaticals or vacation allowances.

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12
Q

What is the pay-for-performance principle?

A

Linking executive compensation to company success using performance metrics.

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13
Q

What are common financial performance metrics?

A

Earnings, EBIT, sales and stock price.

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14
Q

What are common operational performance metrics?

A

Customer satisfaction, product development, and market share.

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15
Q

Why are financial metrics sometimes problematic for pay-for-performance?

A

They are backward-looking and can be manipulated.

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16
Q

Why is stock price a double-edged sword as a metric for pay-for-performance?

A

It’s forward-looking but influenced by external market factors beyond the CEO’s control.

17
Q

How do stock options encourage risk-taking?

A

By rewarding stock price increases, they incentivize high-risk, high-reward strategies.

18
Q

How do restricted stocks mitigate risk-taking?

A

By focusing on long-term ownership, they discourage short-term risky decisions.

19
Q

What is a downside of stock options?

A

They become worthless if the stock price falls below the strike price or if the executives leaves prematurely.

20
Q

How sensitive is executive pay to shareholder wealth?

A

Studies show weak sensitivity; CEOs typically gain $3.25-$5.30 for every $1,000 increase in shareholder wealth.

21
Q

Why is low pay-performance sensitivity problematic?

A

It suggests that executive pay does not adequately incentivize shareholder value creation.

22
Q

What is skimming in executive compensation?

A

When executives manipulate the pay-setting process to increase their compensation unjustifiably.

23
Q

What is pay-for-luck?

A

CEOs being rewarded for external factors like oil price changes or exchange rates rather than actual performance.

24
Q

How do CEOs exploit pay-for-luck (skimming)?

A

Through entrenchment (influencing board composition), complexity (obscuring pay structures), and timing (aligning pay raises with “lucky” performance).

25
Q

How does corporate governance affect executive compensation?

A

Strong governance reduces opportunistic pay practices and aligns pay with genuine performance.

26
Q

What governance mechanisms improve pay oversight?

A

Independent directors, smaller boards, and large shareholders on the board.

27
Q

What is the role of compensation committees?

A

To set executive pay, often comprised of outside directors to ensure objectivity.

28
Q

Why might compensation committees fail to challenge CEOs?

A

Due to personal ties, fear of conflict, or reliance on the CEO’s connections.

29
Q

What did Bertrand and Mullainathan’s Oil Industry Study reveal?

A

CEO pay often increased with oil prices, even though price changes were unrelated to managerial efforts.

30
Q

What does Michael Eisner’s tenure at Disney illustrate?

A

The disconnect between high executive pay and shareholder returns during his time as CEO.