Should CEO pay be linked to results?

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Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/4418

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DC Field	Value	Language
dc.contributor.author	Murthy, K.R. Srinivasa
dc.contributor.author	Malcolm, Salter S.
dc.date.accessioned	2010-06-25T06:10:23Z
dc.date.available	2010-06-25T06:10:23Z
dc.date.copyright	1975
dc.date.issued	1975-06-25T06:10:23Z
dc.identifier.citation	Harvard Business Review, 53, (May-June 1975), 66-73	en
dc.identifier.uri	http://hdl.handle.net/11718/4418
dc.description.abstract	In many companies the compensation of top executives fluctuates without regard to the ups and downs of profits, return on equity, or earnings per share. This lack of correlation between pay and financial performances seems to be most noticeable in companies with one dominant business. (In companies pursuing a variety of unrelated businesses, the fluctuations in pay level tend to be greater, but they are tied more closely to changes in profit performance.) A company that lets top executive pay get out of phase with profitability may be asking for trouble, the authors believe. Not only may the practice be damaging to employee morale, but it also opens the door to criticism from union spokesmen,...
dc.language.iso	en	en
dc.title	Should CEO pay be linked to results?	en
dc.type	Article	en
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