This research was designed to determine to what extent employees relocated domestically are protected financially by company practices and policies. Since international relocation has as its objective protecting employees from financial loss, these policies were used as a point of comparison in evaluating domestic relocation. The study was conducted through the use of a mail questionnaire survey of 326 randomly selected companies within the Fortune 500 top industrial organizations. A total of 153, 47 per cent, questionnaires were returned. This survey attempted to establish the basic policies that are applied by these organizations in domestic employee relocation.

2005年10月，中國政府發布“國務院批轉證監會關於提高上市公司品質意見的通知“。它允許和建議上市公司探索利用股權補償，以激勵員工。由於中國股市和股權補償的歷史很短，以及對企業的激勵機制的重要性。我們研究和發現公司治理和採納該計劃的可能性之間的關係是混合的。而具有較高的營業利潤/資產比率和淨利潤/總資產比率的公司更可能採用股權補償。我們還發現，通過在企業層面測量累積異常收益率（CAR），股權補償的公佈有積極的市場反應。此外，如果最大的部分限制性股份或購股權授予僱員工會委員或在公司的核心員工，市場反應更是積極。 / In October 2005, the Chinese government released "Notice about the State Council of China approving China Securities Regulatory Commission to improve qualities of listed firms". It allows and suggests listed firms to explore the use of equity-based compensation in order to motivate employees. In this thesis, we find that the relationship between corporate governance and the likelihood of adopting the scheme is mixed. Firms with higher ratios of operating profits to assets and net profit to total assets are more likely to adopt equity-based compensation. We also discover positive market responses by measuring the cumulative abnormal return (CAR) to the announcement of equity-based compensation at the firm level. Moreover, if a larger portion of the restricted shares or options is granted to the groups of employees which are union committee members or core employees in the firm, the market response is much more positive and the CAR is larger in magnitude. / Detailed summary in vernacular field only. / Ko, Ka Yin. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2013. / Includes bibliographical references (leaves 32-33). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts also in Chinese. / Cover Page --- p.1 / Abstract --- p.2 / Chinese Version --- p.3 / Contents --- p.4 / Chapter 1 --- Introduction --- p.6 / Chapter 2 --- Basic idea of equity-based compensation --- p.7 / Chapter 3 --- Literature Review --- p.9 / Chapter 4 --- History and Development --- p.11 / Chapter 4.1. --- Equity-based compensation around the world --- p.11 / Chapter 4.2. --- Regulations of equity-based compensation in China --- p.12 / Chapter 5 --- Hypothesis --- p.13 / Chapter 6 --- Methodology --- p.16 / Chapter 6.1. --- Equity-based compensation in the company --- p.16 / Chapter 6.2. --- Ownership concentration and characteristics --- p.16 / Chapter 6.3. --- Legal framework --- p.17 / Chapter 6.4. --- Ownership Nature --- p.17 / Chapter 6.5. --- Board of directors’ characteristics --- p.17 / Chapter 6.6. --- Operating performance --- p.18 / Chapter 6.7. --- Industry sectors --- p.18 / Chapter 6.8. --- Equity-based compensation scheme characteristics --- p.19 / Chapter 6.9. --- Logistic model --- p.19 / Chapter 6.10. --- Event study approach --- p.21 / Chapter 7 --- Data --- p.24 / Chapter 7.1. --- Sources of Data --- p.24 / Chapter 7.2. --- Equity-based compensation and firm characteristics --- p.24 / Chapter 8 --- Empirical Results --- p.25 / Chapter 8.1. --- Factors that drive companies to implement equity-based compensation . --- p.26 / Chapter 8.1.1. --- Univariate test --- p.26 / Chapter 8.1.2. --- Logistic model --- p.26 / Chapter 8.2. --- Short-term market response --- p.27 / Chapter 8.2.1. --- Event study --- p.27 / Chapter 8.2.2. --- Univariate test --- p.28 / Chapter 8.2.3. --- Multivate OLS regressions --- p.29 / Chapter 9 --- Conclusions --- p.30 / References --- p.31 / Chapter Table 1 --- Number of equity-based compensation schemes announced by each firm in the sample period --- p.33 / Chapter Table 2 --- By year, number of firms with equity-based compensation schemes announcement in restricted share and option --- p.33 / Chapter Table 3 --- Sector distribution for equity-based compensation announced firms --- p.33 / Chapter Table 4 --- Share of restricted share or option in the equity-based compensation scheme by each group --- p.34 / Chapter Table 5 --- Descriptive statistics for firm characteristics --- p.35 / Chapter Table 6 --- Univariate test --- p.37 / Chapter Table 7 --- Logistic Model --- p.38 / Chapter Table 8 --- Cumulative abnormal returns for an event study of implementation of equity-based compensation announcements --- p.40 / Chapter Table 9 --- Abnormal returns for an event study of implementation of equity-based compensation announcements --- p.40 / Chapter Table 10 --- Descriptive statistics for firm characteristics and mean comparison of CAR between below median/ "0" group and above median/ " 1" group using t-test --- p.41 / Chapter Table 11 --- OLS regression --- p.43

The Internal Revenue Code invokes the concept of reasonableness as the major qualification for the stockholder executive compensation deduction for federal income tax purposes. However, neither the Code nor Regulations contain general guidelines for determining reasonable compensation. Consequently, disputes with the IRS are frequent, resulting in substantial litigation. The primary hypothesis of the study was that the IRS guideline variables were incapable of discriminating taxpayers who have won litigated reasonable compensation cases from those who have lost. The secondary hypothesis was that the IRS guideline variable group, the court case variable group, or the two groups combined were equally powerful in discriminating taxpayers who have won litigated reasonable compensation cases from taxpayers who have lost. The study included all unreasonable compensation cases litigated in the Tax Court from 195^ to September, 1980. Only cases related to the reasonableness of officer-shareholder compensation of closely-held corporations were included.

Thesis (MPA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: A commitment to the market economy was easily extended to a widespread belief that money is the best motivator for work performance although there is no hard evidence to support that belief as a universal proposition (Armstrong & Murlis, 1994:263). Armstrong & Murlis (1994:263) contend that even if the effectiveness of money as a motivator can be questioned, most organisations strongly feel that it is fair to reward employees according to their contribution. The drive against incremental pay systems has taken place because management do not see why people should be paid for simply being there. Many people explicitly associate incremental pay systems with unmotivated performance. The argument being that if people are paid more flexibly according to their performance, they are more likely to be motivated than if they are sitting around waiting for the next automatic salary increment. Performance-related pay (PRP) schemes became more popular in many organisations in the 1980s as an answer to motivating employees and developing performance-oriented cultures. According to Flannery, Hofrichter & Platter (1996:83), organisations have been slowly coming to the realisation that compensation programmes have in many cases become a barrier to the growth and success of the organisations. Consequently, many employers devised new compensation systems that would likely support their emphasis on values such as quality, customer service, teamwork and productivity. Research shows that PRP systems can work for the organisation, but the first wave of enthusiasm revealed some weaknesses in their application. In this study project, the origins and underlying forces around PRP are discussed. The nature of PRP in the Lesotho Civil Service is addressed. PRP as part of the performance management system (PMS) in the Lesotho Public Service is introduced as a substitute for the current 'automatic' incremental pay system. Lastly, a model for introducing PRP in the Lesotho Civil Service is designed as a step-by-step guide for the people who are working on the PRP scheme. / AFRIKAANSE OPSOMMING: 'n Verbintenis tot die markekonomie het maklik aanleiding gegee tot 'n wydverspreide geloof dat geld die beste motiveerder is vir werkprestasie, hoewel daar geen vasstaande bewys is vir ondersteuning van die geloof as 'n universele proposisie nie (Armstrong & Murlis, 1994:263). Armstrong & Murlis (1994:263) beweer dat selfs al kan die effektiwiteit van geld as 'n motiveerder bevraagteken word, die meeste organisasies sterk voel oor die regverdigheid daarvan dat personeel volgens bydrae vergoed word. Die beweegrede vir afsien van die inkrementele vergoedingstelsel is te vinde in die bestuur se siening dat personeel nie noodwendig vir blote teenwoordigheid vergoed hoef te word nie. Baie mense assosieer die inkrementele vergoedingstelsel direk met ongemotiveerde werkverrigting en die argument word dan ook gehuldig dat as personeel met groter buigsaamheid volgens prestasie vergoed word, hulle waarskynlik meer gemotiveerd sal wees as wanneer hulle maar net wag vir die volgende outomatiese salarisverhoging. Prestasie-verwante vergoedingstelsels is gedurende die 1980's toenemend deur organisasies ingevoer as 'n meganisme vir die motivering van personeel en die vestiging van prestasie-georiënteerde kulture. Volgens Flannery, Hofrichter & Platter (1996:83), het organisasies stadigaan begin besef dat vergoedingsprogramme in baie gevalle belemmerend was vir hul groei en sukses. Gevolglik het baie werkgewers nuwe vergoedingstelsels ontwerp met waarskynlike steun vir hul beklemtoning van waardes soos kwaliteit, kliëntediens, spanwerk en produktiwiteit. Navorsing het getoon dat prestasie-verwante vergoedingstelsels gewenste resultate in 'n organisasie kan lewer, maar die aanvanklike geesdrif is gedemp deur swakhede wat in die toepassing daarvan na vore gekom het. In hierdie studie word die oorsprong van en onderliggende stukrag agter prestasieverwante vergoeding bespreek. Die aard van prestasie-verwante vergoeding in die Lesotho Staatsdiens word aangespreek asook hoe dit as deel van die prestasiebestuurstelsel in die Staatsdiens ingevoer kan word as plaasvervanger vir die bestaande outomatiese inkrementele vergoedingstelsel. Ten slotte word daar 'n modelontwerp vir die instelling van prestasie-verwante vergoeding in die Lesotho Staatsdiens as 'n stap-vir-stap gids vir diegene gemoeid daarmee.

Thesis (MBA)--Stellenbosch University, 2012. / Many different definitions of human resources as a field of practice exist but few would disagree with the fact that a company’s remuneration practices play a crucially important role in the development and management of a productive workforce. Being such a crucial part of the employment relationship, a company’s remuneration strategy has the potential power to influence many factors contributing to employee well-being and operational success. The focus of this project has been an investigation of the current remuneration practices within Route Management (Pty) Ltd and the effect it has on employees, with specific reference to monthly paid employees at the Cape Town plant. The possibility of the current remuneration practices having a negative impact on employee satisfaction and crucial functions like skills retention have been scrutinised, and even where such concerns are not justified, the aim is to inform top management of the benefits that their current approach towards remuneration has to offer. In order to study the effect of the current remuneration practices deployed at Route Management, the research focused on employee satisfaction as a possible indicator of the impact these practices may have on employees. Employee satisfaction is a very wide construct, has many different components and has been studied widely in the literature. This complex construct along with some issues surrounding remuneration form the basis of the literature review presented in the report. A self-administered questionnaire was developed and with the size and physical location of the population in mind, a delivery and collection method was chosen to administer the questionnaires. This kind of questionnaire provided the respondents with the opportunity to complete the questions without any assistance from the researcher, ensuring that the researcher’s contribution was kept to an absolute minimum, and in doing so avoiding bias during the questionnaire data collection phase. Weights were assigned to questions in order to obtain a total employee satisfaction indicator score for each respondent, as well as two sub-indicator scores, namely a general employee satisfaction indicator and a remuneration satisfaction indicator for each respondent. Results showed that by far the majority of respondents are either satisfied or very satisfied with regards to their employment situation at Route Management with only 15 percent of respondents indicating that they are unsatisfied with remuneration practices at the company. All employees were found to be satisfied according to their general employee satisfaction and their total satisfaction indicator scores. The final analysis studied the relationship between remuneration satisfaction and general satisfaction. The results found that the company’s remuneration practices do not impact negatively on general employee satisfaction and with an average total satisfaction score of 72 percent, and 40 percent of all respondents found to be very satisfied, the company can be confident to work with a productive and motivated team at their Cape Town plant. Results showed that remuneration satisfaction does have some degree of positive impact on the level of general satisfaction which employees experience. Consequently, Route Management’s board of directors should consider these results as a positive indicator for their future decisions regarding remuneration practices, but should also consider the advantages of gaining more information from this type of research. It is therefore advised that this or similar studies should be rolled out and applied to the entire organisation.

published_or_final_version / Business Administration / Master / Master of Business Administration

I investigate whether and how auditors address the potential risk of CEO incentive pay and CEO incentives from their equity portfolio as an incentive to commit fraud through their pricing decisions. Using an OLS regression model I find that auditors price CEO incentive pay in the post SOX period. Also, auditors price CEOs' non-linear incentives from their holdings of stock options as a fraud risk factor but do not price linear incentives from CEO holding of stock and restricted stock. Furthermore, auditors consider CEO incentives to manipulate firm performance due to the vested portion of option holdings as a fraud risk factor which is priced, and not the unvested portion of this portfolio. Furthermore, I find evidence to suggest that auditors price CEO opportunity to commit fraud, as well as CEO rationalizing the act of committing fraud, therefore concluding that auditors price all components of the fraud triangle. / by Yezen H. Kannan. / Thesis (Ph.D.)--Florida Atlantic University, 2009. / Includes bibliography. / Electronic reproduction. Boca Raton, Fla., 2009. Mode of access: World Wide Web.

This dissertation investigates the antecedents and consequences to pay disparity between the CEO and non-CEO executives from an equity-based perspective. While the principles of agency theory suggest that CEOs are granted higher compensation packages to better align their motives to those of the firm's shareholders, empirical research has not supported a positive relationship between rising CEO pay and firm performance. Some results even suggest a negative relationship. This dissertation argues that if organizational outcomes are determined by the integrated skills and talents of its dominant coalition, and if the management of a firm's trajectory is a shared process, then, the disparity in rewards between the CEO and those that work closest to him becomes an important area of study. / The dissertation investigates the antecedents of pay disparity and proposes that the quality of a firm's governance marked by independent boards as well as higher levels of blockholders will be more likely to temper and better align the CEO's compensation and thereby reduce pay disparity. Empirical results support the major propositions as firms with independent Chairman of the Board, fewer interlocking directors, and higher levels of blockholders were found to have lower levels of pay disparity between the CEO and non-CEO executives. Pay disparity was tested both at the firm level and at the individual executive level and both were found have a significant effect on non-CEO executive turnover for up to two years. / Central to the dissertation is a moderation model which proposes that pay disparity has a profound effect on an executive team's ability to integrate its diverse experience and educational background, and consequently, its capacity to respond strategically to its changing competitive landscape. The study examines the education, age, tenure and functional background of top management teams of Fortune 500 firms and finds support for the assertion that the positive relationship between heterogeneously composed teams and firm performance is contingent on rewards equality between the CEO and balance of the top team membership. The findings suggest that higher levels of pay disparity attenuate the negative aspects of cognitive diversity serving to impede the firm's competitive performance. / by Seema Pissaris. / Thesis (Ph.D.)--Florida Atlantic University, 2008. / Includes bibliography. / Electronic reproduction. Boca Raton, FL : 2008 Mode of access: World Wide Web.

不論國家政府機關或營利與非營利事業組織，都會面臨薪給的問題，薪給制度與薪給管理之良寙，直接影響到員工之穩定與否，也影響到事業組織的整體績效。因此，合理化的薪資管理乃是任何公、私部門所應追求之目標。從消極的穩定員工，到積極性的控制薪資成本，更是薪資管理者必須加以探討的範疇。 　　薪給在激勵理論中所扮演的角色亦頗為重要，Maslow. Herzberg與Vroom等人之理論可證實。薪給理論的目的在解說報償模式的重要性與其所含內容以及其對員工行為的作用，針對外在性報償以及其吸引與保持員工在工作組織中的作用力；而激勵理論乃針對員工任職後，工作績效與生產力的研究，著重內在報償。 　　近年來電信事業機構面臨著自由化、企業化、國際化的呼聲，將導致其本身遭受民營競爭、組織改革及技術提升的壓力，故應如何因應外在環境的變遷，有效的維持績效及良好的形象是一大課題。為確保組織活力與成長，電信機構之薪給制度允宜檢討修正。 　　本文旨在探討電信機構薪給制度、員工待遇滿足、公平性等。從電信事業薪給制度沿革、現況作基礎，以理論輔之，並從事實證研究而提出可行之建議以供參採。 　　本文研究共分六章，各章要旨如下： 　　第一章「緒論」，計分四節，包括研究動機與目的、研究內容與範圍、研究方法與限制、相關名詞界定等。 　　第二章「薪給制度與薪給管理理論」，計分四節，主要在介紹激勵理論及薪給理論，報酬與激勵之關係，以及激勵理論與薪給理論之探討與應用等。 　　第三章「電信事業機構薪給制度」，計分三節，包括電信事業之人事制度及薪給體系，以及薪給體系之現況與檢討，薪給標準之比較等。 　　第四章「國外電信事業機構薪給標準」，計分二節，包括介紹英、德、法、瑞、義等歐洲五個國家之電信機構薪給標準，及其標準之比較等。 　　第五章「我國電信薪給制度之實證研究」，計分六節，主要內容為問卷設計與樣本分析，薪給滿意度、公平性、合理性分析，薪給之決定因素分析及其他變項分析等。 　　第六章「結論與建議」，計分二節，主要將實證研究所得並參採國外制度，而提出可供參採之建議。

Critics often cite poor executive compensation schemes as one of the leading causes of the recent credit crisis. This paper investigates whether compensation structures at the end of the 2006 fiscal year created incentives for Chief Executive Officers (CEOs) in the oil industry to take on excessive risk, which subsequently may have lead to weaker firm performance during the crisis. I find no evidence to support the argument that higher pay sensitivity through option and other incentive awards lead to worse firm performance. In fact, results do not provide any evidence that company performance during the crisis was related to CEO incentives.