Advance Search
LATEST NEWS
Thursday  02 September 2010
HOME
SECTORS
¤  Islamic Finance
¤  Retail Banking
¤  Market/ Commodities/ Forex
¤  Alternative Investments
¤  Technology
¤  Investment Banking
¤  The Economy
¤  Results
¤  Commercial Banking
¤  Insurance
¤  Wealth Management
¤  Business Lifestyle
APPLY FOR OUR NEWSLETTER

Subscribe to Business Intelligence, the weekly newsletter from www.cpifinancial.net






Quick Poll

Has the US Federal Reserve run out of ammunition to fight the economic downturn with?



Poll Result
Yes
82%
No
18%
RSS
Keep up with the latest news from CPI Financial and have jobs delivered direct to your desktop, by RSS feed.
  Monday, June 01 2009
Business Lifestyle

Executive compensation: Options are close to worthless

By: Staff Writer Print this article


NYU Stern and Wharton Professors offer executive compensation solution. Proposal involves creating ‘dynamic incentive accounts’ to ensure that top management has a stake in the long-term success of the firm at all times.

Having regulated CEO pay in firms that have received bailout money, the Obama administration is now in serious discussions about overhauling compensation practices across the entire financial services industry.

A working paper by Alex Edmans, Assistant Professor of Finance at the Wharton School of the University of Pennsylvania, and Xavier Gabaix, Associate Professor of Finance at NYU Stern, coauthored with Tomasz Sadzik of NYU and Yuliy Sannikov of Princeton, proposes a solution to executive compensation that will address a number of problems that led to the current crisis.

It claims that there are two main problems with existing schemes: they are typically short-term focused and they fail to keep pace with a firm’s changing conditions. For example, it says that if a firm’s stock plummets, options are close to worthless and have little incentive effect.

The authors’ proposed solution aims to solve both of these issues. Their proposal involves creating ‘dynamic incentive accounts’ to ensure that top management has a stake in the long-term success of the firm at all times. Dynamic incentive accounts would:

  • Escrow the manager’s compensation in an ‘incentive account.’ A given fraction of the account is invested in company stock with the remainder in cash;
  • Rebalance the account each month to ensure that the fraction in stock remains above the minimum level (e.g., if the stock price falls, cash in the account is exchanged for stock);
  • Pay out only a fraction of the account each month to the manager. The account continues to vest gradually, even when the manager leaves the firm.

Since the manager is ‘reloaded’ with new shares after the stock falls, his incentives remain strong. Importantly, unlike the current practice of repricing options that have become worthless, this reloading is not for free – the additional shares are paid for by reducing the cash in the account. The authors explain that “Compensation schemes should tie a manager to long-term performance, and provide strong incentives to improve shareholder value in both good and bad times.”



Tell us what you think
Post a comment  Send to a Friend  Contact the editor        
Post a comment

Name
 
E-mail  
Message  

 

Related articles:
» Is project management the ‘new route to the top’ in business?
» CEOs: No change in severance and change-in-control packages
» Damas appoints PWC to examine unauthorised transactions


Blog of the week

What happens to my property when...
In the case of Muslim clients, the position is clear. Their estate should pass in accordance with the principles of Shari’ah. In the case of non-Muslims, the position has been the subject of much debate, says Jerry Parks.

Home  /  About us  /  Subscription  /  Magazines  /  Events  /  Contact us

© 2009 CPI Financial. All rights reserved. No part of this website may be reproduced
or used in any form of advertising without prior permission in writing from the editor.
back to top