Orientation: The available literature has revealed a polarised picture regarding the effects of race on CEO remuneration. This division centres on whether race is a beneficial factor or not with regard to the level and sensitivity of remuneration received. Introducing South Africa’s affirmative labour policies and the growing societal calls to better explain executive remuneration creates the unique opportunity to examine the effects of race on CEO pay. Research purpose: The purpose of the research centred on two important themes. Firstly the research sought to investigate the effects of race on the sensitivity of executive pay to corporate performance. Secondly the effects of race on the level and structure of executive pay was probed. Motivation for the study: The primary motivation of the study centred on determining whether race is has an affect, if any, on the remuneration paid to CEOs in South Africa. This will assist in understanding whether the affirmative polices implemented in South Africa have made any impact in the top level of executive remuneration. Research design: The study was designed to be quantitative, descriptive and longitudinal in nature utilising valid secondary data sources. The BFA Macgregor online financial database was selected as the most appropriate source of both corporate performance information and directors’ remuneration. Nineteen black CEOs were identified along with a random sample of 45 white CEOs. Following the data been analysed for reliability and validity it was then subject to primary and secondary statistical tests to determine significance and correlation strength. Main findings/results: All components of South African CEO remuneration studied were found to strongly correlate to PAT and EBITDA and to a lesser degree ROE and HEPS. ROE and HEPS have shown correlation strength growth in recent years. This collection of measures reflects a balanced basket of accounting-­‐based and non-­‐ accounting based measures. Black and white CEO mean remuneration when compared was found to have no significant difference due to race. A notable difference found was the higher degree of pay-­‐performance sensitivity and variability seen within the black CEO sample. Practical/Managerial implications: King III compels boards and remuneration committees to ensure remuneration of directors is fair and reasonable, sensitive to performance and aligned with the strategy of the organisation. Ensuring realistic pay-­‐ performance sensitivities are not just a corporate governance requirement but also help alleviate principle-­‐agent issues while correctly incentivising the CEO. Boards looking to appoint black or minority CEOs should continue to remunerate in a equitable and fair manner and be aware of such mental biases such as the “inverse Matthew effect” and other social out-­‐group biases especially when evaluating performance. Contribution: The study showed that race doesn’t affect the level of CEO remuneration but does impact on the pay-­‐performance sensitivity and the variability. The difference in sensitivity and variability could indicate the presence of mental biases such as the “inverse Matthew effect” and other social out-­‐group biases when evaluating performance. / Dissertation (MBA)--University of Pretoria, 2014. / lmgibs2015 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

This thesis aims to increase the quality of telephone operators work and messenger network of the Mediaservis company, which competes to Czech Post and provides customer service outsourcing. The theoretical part of thesis is aimed to work motivation, wage-payment systems and employee benefits. The theory is applied in the second part of thesis, which brings suggestions to improve actual motivation system. Solutions are based on company and employee research.

Thesis (MPhil)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: The historical development of the role of directors in public listed companies contains inherent tensions by reference to the fiduciary responsibility of directors and the method in which directors are remunerated. The nature of incentive based remuneration is such that it will compel directors, in certain circumstances, to weigh their interests against those towards whom they owe a duty of care and a moral responsibility to act with prudence and temperance. The modem day corporate environment is complex and calls for directors with strong ethical views. This assignment endeavours to identify some of the complexities that contribute towards directors finding it difficult to stay on the ethical "straight and narrow" and attempts to weigh the effect of those factors against the effect of incentive remuneration, both as detractors from ethical behaviour. Both the shareholder supremacy business model and the stakeholder approach are analysed to identify those factors present in each that may add to the ethical complexity that directors have to deal with. The advent of the stakeholder approach in particular, adds an enormous amount of complexity. The case studies deal with two South African financial services companies that have both ceased trading as a consequence of unethical behaviour. The incentive remuneration models of both companies have been found to have played a major contributing role in the decision making processes in the companies, and have contributed to the demise of these organisations. Lessons are taken from the case studies and applied against the backdrop of the various principles of ethical behaviour namely rights, utility, justice and the ethics of responsibility. The finding of this study is that there is a role for incentive remuneration of directors, provided that the ethical pitfalls that this causes are recognised and steps taken to address them. Some of these steps are identified. / AFRIKAANSE OPSOMMING: Die historiese ontwikkeling van die direkteursrol, en spesifiek van openbare genoteerde maatskappye bevat inherente teenstrydighede met verwysmg na direkteursvergoeding en die vertrouensverpligtinge wat op direkteure rus. Die aard van direkteursvergoeding met 'n aansporingskomponent is so dat dit 'n direkteur van tyd tot tyd in 'n posisie plaas waar hy tussen sy eie belange en die van die ander belanghebbendes in 'n maatskappy, aan wie hy dit verskuldig is om met verdrag en versigtig op te tree, moet kies. Die hedendaagse maatskappyomgewing is kompleks van aard, en vereis direkteure met sterk etiese oortuigings. Hierdie werkstuk poog om sommige van die komplekse faktore wat afbreuk doen aan 'n direkteur se vermoe om ten alle tye streng eties op te tree, te identifiseer en op te weeg teen die effek wat direkteursvergoeding speel - beide as items wat afbreuk doen aan etiese optrede. Hier word ondersoek ingestel na beide die sogenaamde "aandeelhouersmodel" asook die" belanghebbende" model waarvolgens besigheid bedryf word. Die ontsluimering van die belanghebbende model veroorsaak spesifiek 'n aansienlike hoeveelheid etiese kompleksiteit. Die gevallestudies behandel twee Suid Afrikaanse fmansiele instellings wat hul bedrywighede gestaak het as gevolg van onetiese optrede deur direkteure. Die aansporingskomponent van die vergoedingsrnodelle in daardie maatskappye blyk 'n groot bydraende faktor te wees in die onetiese besluitneming wat plaasgevind het, en wat uiteindelik tot die ondergang van die ondernemings gelei het. Laastens, word die lesse wat geleer is uit die gevallestudies, toegepas in gewysigde format, en getoets aan die hand van die verskillende beginsels wat etiese besluitneming onderhou, naamlik die beginsels van regte, regverdigheid, utiliteit en die beginsel van etiese verantwoordelikheid. Daar word tot die slotsom gekom dat daar wel ruimte vir aansporingskemas vir direkteure is, maar dat dit slegs eties regverdigbaar sal wees mits ag geslaan word op die lesse wat uit die gevallestudie voortspruit, tesame met die impementering van sekere korrektiewe maatstawwe.

Made available in DSpace on 2015-12-03T18:32:53Z (GMT). No. of bitstreams: 1 David_Tadeu_Morettini.pdf: 919575 bytes, checksum: 0b639a4e13c60123a3f36765e2bc8613 (MD5) Previous issue date: 2006-01-12 / Skills and competency based pay systems were developed as an alternative way of establishing employees' salaries in companies that underwent major changes in their organic structure and that perform in a changing and competitive environment. This work had the objective to assess the degree of employees' satisfaction to this new way of rewarding their contributions to organizational results. The study started with the contextualization of the remuneration systems, in inside and outside organizational environment. Then, it was based on theories and researches in organic structure, employees' work satisfaction, traditional application systems and skills and competency pay system in the arrangement of wages. The question raised in the study was Skills and competency based pay systems are instruments really effective for establishinging the employees' salaries?. This question was accomplished through the exploratory research with people that work in companies that use the skills and competency based pay systems. The choice of people was intentional and was made based on the Snow ball practice. The research was made with communication boarding and collected data though auto-administrate surveys. The research measurement used a scale with two extremes: completely agree and completely disagree to the constructs. The results are submitted demonstrating people agreement percentage with the constructs that determine the satisfaction or dissatisfaction degree on the skills and competency - based pay systems. To a better understand enjoy the research results, the constructs answered by participants were classified in: (a) system's concepts and theoretical basis; (b) system's objectives and its links with the organizational strategy; (c) system's management principles and; (d) system's perceived equity. These categories were valid to indentify the causes of skills and competency - based pay systems satisfaction or dissatisfaction. / Os sistemas de remunera????o por habilidades e compet??ncias s??o formas alternativas de se estabelecer a remunera????o de funcion??rios em empresas que passaram por mudan??as em sua estrutura organizacional e que competem em um ambiente inst??vel e competitivo. Este trabalho teve como objetivo verificar o grau de satisfa????o dos funcion??rios em rela????o a estas novas formas de recompensar suas contribui????es aos resultados organizacionais. O estudo teve in??cio com a contextualiza????o do sistema de apoio denominado remunera????o nos ambientes intra e interorganizacional. Depois, procurou apresentar as teorias e pesquisas realizadas no campo da estrutura organizacional, da satisfa????o do funcion??rio em rela????o ao trabalho, da aplica????o de sistemas tradicionais de remunera????o e de sistemas de remunera????o por habilidades e compet??ncias. A quest??o levantada com os dados secund??rios foi: Os sistemas de remunera????o por habilidades e compet??ncias s??o instrumentos realmente eficazes para determinar o sal??rio dos funcion??rios?. Esta quest??o foi verificada atrav??s de uma pesquisa explorat??ria com pessoas que trabalham em organiza????es que utilizam o sistema de remunera????o por habilidades e compet??ncias. A escolha dos participantes foi efetuada de forma aleat??ria atrav??s da utiliza????o da t??cnica denominada Bola de Neve. A pesquisa utilizou a abordagem de comunica????o e os dados foram coletados atrav??s de surveys auto-administradas. A mensura????o da pesquisa utilizou uma escala com dois extremos: total concord??ncia e total discord??ncia com as afirmativas. Os resultados s??o apresentados demonstrando o percentual de concord??ncia das pessoas em rela????o ??s afirmativas que determinam o grau de satisfa????o ou insatisfa????o sobre os sistemas de remunera????o por habilidades e compet??ncias. Para compreender os resultados da pesquisa, as afirmativas respondidas pelos participantes foram categorizadas em: (a) conceituais sobre o sistema; (b) por objetivos - rela????o entre o sistema e a estrat??gia da organiza????o - ; (c) administrativas - como o sistema ?? gerenciado - e; (d) sobre a eq??idade percebida sobre o sistema. Esta categoriza????o permitiu saber as causas da satisfa????o ou insatisfa????o em rela????o aos sistemas de remunera????o por habilidades e compet??ncias.

University of Macau / Faculty of Social Sciences and Humanities / Department of Government and Public Administration

University of Macau / Faculty of Social Sciences and Humanities / Department of Government and Public Administration