Since New York mandated new executive compensation rules in 2013, the state’s nonprofit CEOs have been getting paid less than expected while working more.
Nobody else, apart from CEOs, has enjoyed a similar rise in their fortunes since the 1980s.
Paying a chief executive $24 million because he has exceptional abilities is a con we’ve perpetrated on ourselves.
The phoney debate about corporate activism distracts from the need for a debate about inequality.
A critical review of research into inequality shows the formula for reducing it is surprisingly simple.
Paying these CEOs more when oil prices rise means they’re rewarded for having good luck.
The evidence suggests the impact of CEOs on company performance isn’t enough to justify their sky-high pay, which is really based more on a culture of power and privilege.
High CEO compensation angers the public, particularly when it doesn’t seemed tied to performance. But as a whole, trends in executive compensation are consistent with fundamental economic forces.
The gender pay gap and CEO to worker pay ratio won’t be fixed by corporate governance initiatives alone.
Vice-chancellors often benchmark their salaries against comparable positions in other corporate sectors, a symptom of the trend towards the corporatisation of universities in Australia.
Data shows that growth in total CEO pay has outstripped average Australian wage growth in every year of the last five years. But perhaps we need to look more closely.
Compensating executives with stock options doesn’t necessarily lead to more risk taking and higher dividend payouts.
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Research shows paying people more can actually lead to worse decisions. Getting the best results from executives requires understanding our complex motivations
It’s not just that Ahmed Fahour earns a lot of money. Australia Post had, until this week, been able to keep its CEO’s salary top secret.
If a company is led by an overconfident CEO, the firm is less likely to invest in corporate social responsibility measures like workforce diversity.
Two experts debate whether or not Australian executive pay should be benchmarked against that of US companies.
Research shows the short-term view focus of senior executives may be inhibiting a long-term investment in innovation.
Studies show performance-based incentives for CEOs do not lead to better organisational performance.
Like in the US and UK, Australian companies should be forced to disclose how the pay of CEOs compares with that of an average worker.
The ever-widening gap between CEO and average worker pay has its roots in collective action by executives.