Executive compensation

issues of misleading statement, director’s duties as well as issues regarding continuous disclosure. These issues will be explained with supporting case examples and relevant legal principles. Misleading or deceptive statements “… James Hardie non-executive directors breached Corporate Law by making a misleading statement…” A misleading or deceptive statement can be described as intentional or negligent misrepresentation about the truth . “A person must not, in this jurisdiction, engage in…

Benjamin Harris is an author and associate professor at the Kellogg School of Management. He writes articles for The Hamilton Project, which is an economic policy initiative founded in 2006 that advocates for individual economic security. He also writes for the Harvard Business Review. On the 14 th of March, 2018 Harris posted an article on the Harvard Business Review titled, “What If Companies Were Required to Tell Workers What Their Colleagues Earn.” This article recognizes the problems…

Since the President is head of the bureaucracy, he has the power to assign priorities to which agency or department he chooses, and since the EPA is a part of the Executive branch, and the Executive branch is part of the…

bill of rights affirms the rights of the public and also demonstrate the democratic values of human dignity, freedom and equality. It therefore, binds on the government. (Goldstone, 1997) mentions that Section 8 provides that the bill binds the executive, the judiciary and all organs of state. “South Africa belongs to all who live in it, united or in our diversity” (Mbeki,…

makes it clear that employees are restricted from trading on information that is not public. An additional benefit of the compensation strategy utilized by Netflix is how it relates to performance reviews. Annual performance reviews have been eliminated in favor of 360-degree reviews that are conducted on a regular basis. This works for the company because the total compensation amount is determined by the market and not based on performance, a view that is shared by Samuel Culbert who believes…

employee action will not reflect upon the organization, inappropriate behavior with a supervisor or subordinate. During my internet research cash and compensation plans were and area that HR must consider when implementing an ethic policy. Believing this is more geared toward the employee on salary and executive, as we know many will receive compensation due in part to the overall success of their department, the issues is HR should not feel forced to put the needs of top management above…

Implementing a travel policy involves multiple steps, ranging from development, communication, measurement, and enforcement (Lang, 1993). These same steps relate to changing the compensation structure. Additionally, the steps for implementing both solutions should follow the Managerial Communication Model developed by Claude E. Shannon and William Weaver (1949), which includes nine components depicted through two layers. The first…

INCENTIVE PLAN DESIGN A key consideration would be the target population. If this designed for executives, then the Compensation Committee of the Board of Directors would definitely need to review the plan and would no doubt use external consultants. If the plan is for general management, the Board of Directors would be involved only if their charter required it. However, if it is a corporate-wide plan, they will probably be briefed by the CEO and VP Human resources. Ethical Considerations The…

Nortel’s case, when the management pursues their own economic self-interest ahead of shareowners interests, problems are bound to arise. Nortel’s top management received various incentives and motivations; in particular, board of director compensation, executive compensation, ownership structure, and earnings management which ultimately led to Nortel’s collapse (Fogarty et al., 2009). In order to better align managers interests with that of its shareholders, organizations must establish a set…

The initiatives were intended to produce a more competitive and successful institution, but they were inadequately integrated into the overall strategy. After building their balanced scorecard, Metro Bank’s managers dropped many of those programs—such as a marketing effort directed at individuals with very high net worth—and consolidated others into initiatives that were better aligned with the company’s strategic objectives. For example, the managers replaced a program aimed at en- page 10…