Syftet med denna uppsats är att ge en bild av eventuella skillnader mellan fyra länder vad det gäller bonus till VD. Företagen som undersöks är ifrån Sverige, Storbritannien, USA och Norge. I uppsatsen redovisas teorier kring ersättningar och regelverk. Teorierna leder fram till tre stycken hypoteser som testas.Antal bolag från varje land som undersöks är 10 stycken, totalt 40 stycken. Bolagen har valts ut ifrån börslistor där de största bolagen från varje land finns med.Metoden som valts för undersökningen är en kvantitativ metod. Årsredovisningar och Proxy Statements undersöktes för att generera data.Undersökningen resulterar i att de två första hypoteserna styrks och den tredje kan inte få något stöd utifrån de material som undersöks. Som avslutning så ges förslag till vidare forskning inom ämnet.

In order to catch up the international trend, ¡§Expensing employee bonus¡¨ has been implemented in Taiwan since year 2008. Hence, all the cost concerning employees¡¦ bonuses have been recorded as expense in the income statement and recognized by fair market value. Since the company decides total amount of employees¡¦ bonuses after authorized by the board and annual general meeting, it can distribute the proportion of cash and stock bonuses. As the result of calculating the stock bonus by stock¡¦s fair value, employees gain much less stocks than before, which lessen the encouragement effect. Therefore, enterprises begin to increase the standard salary of employee or proportion of cash bonus. This study collects the data from the fourth quarter of year 1989 to the third quarter of 2009, and chooses the Taiwan Weighted Stock Index and the stock prices of listed electronic firms in Taiwan. Using the Markov Regime Switching Model as the research method, and add the macroeconomic and financial variables to separate the stock price into two regimes- recession and expansion regime. This research is in the employee¡¦s shoes, and to study what stock incentives strategies the company should adopt under the required expensing of employee stock bonus. The empirical results are summarized as follows: 1.Under the expansion regime, if the company¡¦s stock price was affected by both macroeconomic and financial variables, it will more likely rise further, which leads to the large gap between two regimes. For example: Cyberlink, Acer and Mediatec, which stock price gaps are over ten dollars. 2.According to the two arguments of this study: the company with long duration of expansion regime and is influenced by macroeconomic and financial variables should adopt the strategies based on stock bonus. Therefore, according to the empirical results, the study suggests that Acer is the suitable company to do the strategies.

none

In 1984, in the background that the level of salary in Taiwan was far lower than Europe and America, UMC was the first company setting up the employee bonus shares as well as the allotment of stock dividends in order to allure the domestic and overseas elites. Afterwards, this mechanism has become the characteristic of Taiwan¡¦s electronic industry to appeal the talents . By 2007, the issue of expenditure of employee bonus shares emerged. Undoubtedly, the high technology industry, in which the employees benefitted the most from the system of employee bonus shares and the allotment of stock dividends, was the one being impacted the most. Therefore, every company took various measures to avoid the employees¡¦ leaving and maintain the company competitive in response to this situation. The system of expenditure of employee bonus shares has been conducted for 2 years since 2008. So the impacts of this mechanism have been presented and the influences of those responsive measures should have been in effect. What was the impact from the system of expenditure of employee bonus shares to Taiwan¡¦s high-tech industries indeed? What was the measure dealing with the human resources that each company took to reply this situation? Thus, this study took some Taiwan public high-tech companies and consultant companies famous for its specialization in employee salary and bonus as our case studies. Through the collection of these case studies, we found some common measures between these companies. Besides, to increase the practical value of this study, we analyzed the measures, the background factors, and all the impacts in details and in depth. In sum, we hope we could offer the directional guidelines for the development of innovative employee incentives and provide some advices to those companies encountering the problems in designing the reward system. The findings were listed as below: 1. For the most companies, they did not take the timely measures in 2008. In the year of 2008, the global economic climate declined. Each company focused on the matters how to increase the sales and decrease the expenditures, so they viewed the leaving of employees as healthy and allowed. That was why they did not take timely measures for the system of expenditure of employee bonus shares. By 2010, due to the economic climate recovery, the sales of each company turned better and the companies started to plan the new reward mechanism to induce and keep those elites in house. 2. Those responsive measures only focused on the adjustment of the employee reward system, but other human resources practices did not change too much. Those respondents emphasized largely in the adjustment of the salary structure or other new design of the reward system; however, they did nothing to the side of the human resources. 3. The number of transfer is expected to increase largely in 2010. Because the economic climate and the income of each company are getting better, the respondents all anticipated they will be impacted by the increasing turnover rate of their employees. Similarly, recruiting talents from other corporations would get intense and the employees would start to search the opportunity to serve in other company. In addition, the human resources would leap over from one industry to another, because the incentive of the employee bonus shares in high-tech industry disappeared. As result, the high-tech industry may not be the first priority for a job. The brand power of the company, the operating status, the vision of the future, and even the individual growth for the employees could be the major indicators for a job. To sum up, from the case studies in regard to the human resources practices in Taiwan¡¦s high-tech industry, we could find the system of expenditure of employee bonus shares did not bring the severe change to the human resources in Taiwan¡¦s high-tech industry. In fact, the hugest influence is that the high-tech industry is not so attractive as before anymore. In the future, competing for the human resources would not only limit to the high-tech industry, because other outstanding corporations from various industries and the foreign companies may lead to the flow of those elites moving between industries.

From 2008, employee stock bonus must debt expense according to national law and policy. How to get balance between employees and shareholders without eroding benefits becomes the most difficult challenge to many enterprises. The employee stock bonus has been implemented in Taiwan for a long time. This system does play a significant role in high-tech industry and make a great contribution to Taiwan¡¦s economics. However, since a series of business scandals starting with Enron case in 2001, this unique system has been broadly discussed and caused serious debates. One of the most controversial arguments claims that employee stock bonus will weaken the stock price and hurt equity. The study is based on pooled time-series data during 1998-2007 from the IC industry corporations trading on the Taiwan Stock Exchange Corporation and Over-The-Counter market. The purpose is to examine the impact of employee stock bonus on Taiwan stock market by analyzing the variation in Cumulative Average Abnormal Revenue (CAR). The empirical results are summarized as follows: 1.With the factor of employee stock bonus, the ex-dividend effects still existed in IC industry of Taiwan stock market. The negative CAR was particular in evidence on the three days prior to the ex-date. There were no obvious trends of ex-dividend effects during this decade. Both employee stock bonus and dividends were declined year by year which represented that corporation had adjusted their policy with a downward tendency. 2.Before the ex-date, the group of moderate employee stock bonus was beneficial to the CAR and created better performance of stock price with the least dilution effect. On the contrary, the group of low employee stock bonus came out the worst performance. After the ex-date, the group of high employee stock bonus exhibited the best ex-dividend effects and sustained the performance longer. But the group of low employee stock bonus still performed poorly with the most negative CAR. Base on above findings, employee stock bonus not really hurt the stock price but benefit equity if corporations use this system adequately. High employee stock bonuses maybe deliver a positive signal which implicates a bright future.

Thèse de doctorat : sciences commerciales et économiques : Université de Neuchâtel : 1932. / Bibliothèque professionnelle et sociale. Bibliogr.

Hand washing has been proven to be effective in preventing many serious diseases World Health Organization (WHO, 2009). Nonetheless, both the general public and many healthcare professionals fail to wash their hands. Very little research has been conducted outside of healthcare settings to evaluate the adherence of hand-washing procedures. This study investigated if hand washing adherence in a residential setting can be improved with the use of verbal and graphical feedback a probabilistic bonus. Results suggested that the probabilistic bonus had a substantial impact on hand washing performance: more so than signs, educational in-service, and verbal-graphical feedback alone. Reactivity data were collected and showed performance was weak to non-existent throughout all phases until the probabilistic bonus. This final phase improved performance when staff did not know they were being watched, however, performance was only moderate and variable both within- and between-staff

Despite of the financial crisis managers are receiving large financial short-term incentives in form of bonuses. This has been criticized in the media and by governments, shareholders and numerous of studies have been made about financial incentives and whether they work or not and the results vary. What do the companies themselves say about this? Why do they use short-term incentives? The purpose of this thesis was to find out why companies choose to have short-term incentive plans which usually consist of an annual bonus. Moreover how the incentive plans are designed and what companies expects from them. A qualitative method is used in this thesis; five interviews were made in order to collect empirical material. The companies that participated in the study were Q-Med, Boliden, Johnson & Johnson, Nordea, and Siemens. The personnel who were interviewed were Human Resources (HR) directors or Financial Directors or had compensations and benefits as their main responsibility. All companies who participated in the interviews are public companies, although not all of them are listed at the Swedish Stock Exchange, Siemens and Johnson & Johnson are listed at the New York and Frankfurt Stock Exchange. The conclusion of this study is that companies use short-term incentives as a motivator for the management and to structure goals and set a common aim for the companies’ divisions. They also consider themselves to need them in order to attract and keep good managers. The incentive programme is structured with the aim to increase the company’s profit by motivating employees but also to rate and evaluate the manager. When the incentive programme is well designed and fulfils its purpose it will benefit the shareholders, who owns the company, as profits will increase.

The Master's degree paper provides the analysis of pay system in State owned company Telšiai Region Roads; theoretical and practical aspects of its creation and implementation. The survey data allowed us to identify and evaluate employees’ expectations and state the drawbacks. To improve employees’ interest towards work an empirical research was carried out during which the main functions of work organization in a company were evaluated, related problems were identified as well as their causes and possible solutions to them. The research results confirmed the author's hypothesis that there are some considerable problems regarding creation and implementation of pay system in an organization, which hinders the state enterprise from successful further development.

Darbe konstruojame bonus-malus sistemas, kurios yra finansiškai stabilios bėgant metams. Pasinaudodami sudėtiniu Puasono skirstiniu randame begalinės bonus-malus sistemos koeficientus. Išsprendę kvadratinio minimizavimo uždavinį randame baigtinės bonus-malus sistemos koeficientus. / Mixed Poisson fit is applied to a motor third party liability insurance portfolio in order to construct a bonus–malus system with finite number of classes. The premiums for a bonus-malus system which stays in financial equilibrium over the years are calculated. This is done by minimizing a quadratic function of the difference between the premiums for an optimal BMS with an infinite number of classes and the premiums for a BMS with finite number of classes, weighted by the stationary probability of being in a certain class, and by imposing various constraints on the system.