Research purpose: The study explored the experiences, views and perceptions of private hospital m... more Research purpose: The study explored the experiences, views and perceptions of private hospital managers in South Africa regarding the use of short-term incentives to maximise performance and retention, as well as the applicability of the findings to public hospitals. Motivation for the study: Whilst there is an established link between performance reward schemes and organisational performance, there is little understanding of the effects of short-term incentives on the performance and retention of hospital managers within the South African context. Research design, approach, and method: The study used a qualitative research design: interviews were conducted with a purposive sample of 19 hospital managers, and a thematic content analysis was performed. Main findings: Short-term incentives may not be the primary motivator for hospital managers, but they do play a critical role in sustaining motivation. Participants indicated that these schemes could also be applicable to public hospitals. Practical/managerial implications: Hospital managers are inclined to be more motivated by intrinsic than extrinsic factors. However, hospital managers (as middle managers) also seem to be motivated by short-term incentives. A combination of intrinsic and extrinsic motivators should thus be used to maximise performance and retention. Contribution/value-add: Whilst the study sought to explore hospital managers' perceptions of short-term incentives, it also found that an adequate balance between internal and external motivators is key to implementing an effective short-term incentive scheme.
Orientation: Previous research suggests that different generations have different reward preferen... more Orientation: Previous research suggests that different generations have different reward preferences based on differences in values, frames of reference and life goals. Research purpose: The focus of this study was to determine whether different generations prefer different rewards in the Information and Communication Technology (ICT) industry in South Africa. Motivation for the study: The rationale for this study was to obtain a better understanding of the reward preferences of Veterans, Baby Boomers, Generation X and Generation Y in the ICT industry. Research design, approach and method: The research was a quantitative, cross-sectional, correlational design. Participants from two ICT companies completed a structured electronic survey. One hundred and sixty four valid responses were received. A Cronbach's alpha of 0.821 indicates that the survey was reliable. Main findings: Contrary to previous research, the results show that generations do not display different reward preferences. Practical/managerial implications: It would be more beneficial to use individual interrelationship factors to develop a reward strategy than generations. Contribution/value-add: The research has added insight and value to reward preferences for generations in the ICT sector.
Orientation: Research has shown that total rewards models structured according to individual pref... more Orientation: Research has shown that total rewards models structured according to individual preferences, positively influence efforts to attract, retain and motivate key employees. Yet, this is seldom done. Structuring total rewards models according to the preferences of employee segments is a viable alternative to accommodate individual preferences. Research purpose: The primary aim of the study was to determine the relationship between personality types and reward preferences. The secondary aim was to determine the reward preferences for different demographic groups. Motivation for the study: An enhanced understanding of reward preferences for different employee segments will enable employers to offer more competitive reward options to their employees. This may, in turn, have a positive impact on retention.
Purpose: Employee turnover presents arguably the biggest threat to business sustainability and is... more Purpose: Employee turnover presents arguably the biggest threat to business sustainability and is a dynamic challenge faced by businesses globally. In South Africa, organisations compete to attract and retain skilled employees in an environment characterised by a burgeoning skills deficit. Turnover risk management is becoming an important strategy to ensure organisational stability and promote the effective retention of employees. The purpose of this research was to contribute to the practice of turnover risk management by proposing an approach and constructing a model to predict employee turnover based on demographic characteristics readily available in a human resource information system. Design: An exploratory research design was employed. Secondary quantitative data were extracted from an existing human resources database and analysed. Data obtained for 2592 employees in a general insurance company based in South Africa and Namibia formed the basis for the analysis. Logistic regression analysis was employed to predict employee turnover using various demographic characteristics available within the database. A likelihood ratio test was used to build a predictive model and the Akaike information criterion and Schwarz criterion were used to test how much value each variable added to the model and if its inclusion was warranted. The model was tested by conducting statistical tests of the significance of the coefficients. Deviance and Pearson goodness-of-fit statistics as well as the R-square test of significance were used. The overall goodness-of-fit of the model was also tested using the Hosmer and Lemeshow goodness-of-fit test. Findings: The current findings provide partial support for a predictive model explaining employee turnover. The model tested 14 demographic variables and the following five variables were found to have statistically significant predictive value: age, years of service, cost centre, performance score and the interaction between number of dependants and years of service. It is proposed that these five demographic variables be used as a model to help identify employees at risk of turnover or termed as flight risks. Practical implications: Gaining an understanding of the factors that influence employee voluntary turnover can be instrumental in sustaining workforce stability. The proposed model could help human resources professionals identify employees at risk of turnover using data that are readily available to them. This will further enable the use of targeted interventions to prevent turnover before it happens. Decreased levels of turnover will result in cost saving, enhanced talent management and greater competitive advantage.
It is widely recognized that in the management of employee pay, there is a definite divide betwee... more It is widely recognized that in the management of employee pay, there is a definite divide between government and the private sector. The immediate question comes to mind: “How is performance-related pay working in government?” A closer look provides insight on the kind of challenges governments are facing in getting this process working. It is obvious that they need to, as this pay philosophy is not working as it should or could. A proper analysis of the current scenario would pave the way to a much improved performance-related pay structure in government as a whole. It is clear that the link to performance management is of critical importance. Should governments and the private sector alike not start to learn from each other, instead of adopting the “we are better and different than you philosophy?” It is all one economy in each country with two major role players, of which government is a significant stakeholder. It is hoped that this article will assist senior government officials in establishing that closer link between performance and pay.
In an attempt to address the growing gap between chief executive officer (CEO) remuneration and t... more In an attempt to address the growing gap between chief executive officer (CEO) remuneration and that of the general worker, reign in rising CEO remuneration, and justify the portion of long-term incentive pay that makes up the bulk of CEO remuneration, shareholders and other stakeholders are trying to find definitive factors that will link CEO remuneration to company performance. Finding this link has become central to all executive remuneration issues. The results of the studies linking CEO remuneration to company performance are varied and inconclusive, particularly in South Africa. The reason for this is that previous studies have not looked at whether the company performance measures chosen have definite relationships with CEO remuneration in each industry. This study investigated eleven financial indicators of company performance to determine which of them have significant and positive relationships to CEO remuneration in different industries in South Africa. 254 South African listed companies, spread over 5 industries, were analysed for the period 2008 to 2012 using panel data analysis and statistical tests. The results were conclusive, finding performance metrics that had a positive and significant relationship to CEO remuneration in 4 of the 5 industries investigated, as well as over the aggregate of all the industries.
The purpose of the study was to establish the drivers of wage demands by public sector unions in ... more The purpose of the study was to establish the drivers of wage demands by public sector unions in a low-inflation and recessionary environment in South Africa. The study therefore sought to explore the experiences, views and perceptions of employee representatives on the wage bargaining councils. The objectives, as derived from the overall aim of the research, were to determine the factors that influence the wage demands, to establish the extent to which wage demands are linked to economic conditions and organisational goals, and to highlight the methods that are required to address the wage gap. It is hoped that it will contribute to the ongoing debate between the employer and trade unions regarding wage bargaining behaviour. The study is qualitative in nature and a modern qualitative approach, in which personal interview techniques were applied, was utilised. The findings revealed that trade unions utilise various methods to determine their wage bargaining behaviour, and that their involvement in the budgeting and objective setting process is of paramount importance. Public sector trade unions are key role players in the wage determination process and the improvement of the working standards and conditions of their members. Their wage bargaining behaviour should therefore be considered in setting organisational objectives. The research adds to the body of knowledge on the drivers of wage demands in the public sector.
This study aimed to determine what the current practice is with regard to short-term incentive sc... more This study aimed to determine what the current practice is with regard to short-term incentive schemes for middle managers. This was done by means of a quantitative study through a structured research survey completed by a sample of forty-eight organisations. The design elements, performance measures and payout practices of the various schemes in use were surveyed, as well as the participants’ view on the perceived effectiveness of their short-term incentive schemes. Evidence shows that the majority of organisations have a short-term incentive scheme in place for middle managers, and that the type of scheme used in most of the organisations is a performance-related bonus scheme, introduced mainly to drive business performance and reward superior performance.
Orientation: Return on the investment in variable pay programmes remains controversial because th... more Orientation: Return on the investment in variable pay programmes remains controversial because their cost versus contribution cannot be empirically justified. Research purpose: This study validates the findings of the model developed by De Swardt on the factors related to successful variable pay programmes. Motivation for the study: Many organisations blindly implement variable pay programmes without any means to assess the impact these programmes have on the company's performance. This study was necessary to validate the findings of an existing instrument that validates the contribution of variable pay schemes. Research design, approach and method: The study was conducted using quantitative research. A total of 300 completed questionnaires from a non-purposive sample of 3000 participants in schemes across all South African industries were returned and analysed. Main findings: Using exploratory and confirmatory factor analysis, it was found that the validation instrument developed by De Swardt is still largely valid in evaluating variable pay schemes. The differences between the study and the model were reported. Practical/managerial implications: The study confirmed the robustness of an existing model that enables practitioners to empirically validate the use of variable pay plans. This model assists in the design and implementation of variable pay programmes that meet critical success factors. Contribution/value-add: The study contributed to the development of a measurement instrument that will assess whether a variable pay plan contributes to an organisation's success.
Relationship between CEO remuneration and company financial performance in the South African reta... more Relationship between CEO remuneration and company financial performance in the South African retail and consumer goods sector Purpose: This study was motivated by the need to better understand the effects of the global financial crisis in 2008 on the relationship between company financial performance and CEO guaranteed cost to company (CTC). The aim of this study was to understand the relationship between company financial performance using DuPont analysis and CEO guaranteed CTC in the South African retail and consumer goods sector. Design: The research was a quantitative, archival study of companies listed on the Johannesburg Stock Exchange (JSE), measured over a period of six years (2006–2011). The statistical analysis included regression and correlation analysis. Findings: The research found that CEO guaranteed CTC has shown no sensitivity towards company financial performance in terms of DuPont analysis over the six-year period, which included the global financial crises in 2008. Furthermore, a negative relationship existed between the return on equity and the guaranteed CTC of CEOs in the retail and consumer goods sector during this period. Practical implications: The findings suggest that there is misalignment between company strategy and performance and the guaranteed CTC of CEOs. A practical implication would be to have independent and competent remuneration committees ensuring alignment of the interests of a company with those of its leaders in this regard.
The topic of executive pay-performance sensitivity has resulted in mixed research findings. Liter... more The topic of executive pay-performance sensitivity has resulted in mixed research findings. Literature related to executive remuneration constructs, company performance measures and the underlying theories is critically reviewed in this article. The literature is compared to research findings within the South African context pre, during and post the Global Financial Crisis of 2008. The researcher found similar results in the South African context compared to research in other countries and industries. The research challenges the notion that there is one dominant theory driving CEO compensation. The principal-agent theory, supported by the optimal contract theory, are foremost during periods of strong economic performance, while the influence of managerial power and other behavioural theories appear to prevail during periods of weak economic performance. This article proposes some critical considerations in order to manage this tension.
Introduction Key focus of the study The primary challenge in the executive pay-performance relati... more Introduction Key focus of the study The primary challenge in the executive pay-performance relationship is finding a mutually beneficial balance between executive remuneration and organisational performance. This Orientation: The relationship between Chief Executive Officer (CEO) remuneration and organisation performance has been a topic of close scrutiny, especially since the global financial crisis. Optimal contracting relies on the premise that effective incentives will link organisation financial performance and CEO remuneration in ways that will be in the best interests of both shareholders and CEOs. Research purpose: The purpose of this research study was to investigate the relationship between CEO remuneration and organisation performance in South Africa between 2006 and 2012 and to determine whether the two constructs were positively correlated. Motivation for the study: The study provides an evidenced-based understanding of the nature of the CEO pay-performance relationship in South Africa. Understanding this relationship is critical to finding a suitable model to structure executive remuneration that will protect shareholders from over-remunerating executives in times of economic appreciation, whilst protecting executives from being underpaid in times of economic depreciation.
Introduction Key focus of the study The primary challenge in the executive pay-performance relati... more Introduction Key focus of the study The primary challenge in the executive pay-performance relationship is finding a mutually beneficial balance between executive remuneration and organisational performance. This Orientation: The relationship between Chief Executive Officer (CEO) remuneration and organisation performance has been a topic of close scrutiny, especially since the global financial crisis. Optimal contracting relies on the premise that effective incentives will link organisation financial performance and CEO remuneration in ways that will be in the best interests of both shareholders and CEOs. Research purpose: The purpose of this research study was to investigate the relationship between CEO remuneration and organisation performance in South Africa between 2006 and 2012 and to determine whether the two constructs were positively correlated. Motivation for the study: The study provides an evidenced-based understanding of the nature of the CEO pay-performance relationship in South Africa. Understanding this relationship is critical to finding a suitable model to structure executive remuneration that will protect shareholders from over-remunerating executives in times of economic appreciation, whilst protecting executives from being underpaid in times of economic depreciation.
Scarparo, (2015),"Developing individual and organisational work-life balance strategies to improv... more Scarparo, (2015),"Developing individual and organisational work-life balance strategies to improve employee health and wellbeing", Employee Relations, Vol. 37 Iss 3 pp. 354-379 http://dx.
Today we are confronted with change that is exponential, that is, change heaped upon change (Eiti... more Today we are confronted with change that is exponential, that is, change heaped upon change (Eitington, 1997). The practices managers develop in order to work in a stable, predictable world, often no longer apply, and in fact are outmoded. Furthermore, the guideposts for management today and in future are far from clear. According to Buchanan & Boddy (1992), two of the most important skills managers must acquire as change agents are the ability: To communicate effectively to colleagues and subordinates a need or changes in project goals and in individual tasks and responsibilities To sell plans and ideas to others, by creating a desirable and challenging vision of the future.
Research purpose: The study explored the experiences, views and perceptions of private hospital m... more Research purpose: The study explored the experiences, views and perceptions of private hospital managers in South Africa regarding the use of short-term incentives to maximise performance and retention, as well as the applicability of the findings to public hospitals. Motivation for the study: Whilst there is an established link between performance reward schemes and organisational performance, there is little understanding of the effects of short-term incentives on the performance and retention of hospital managers within the South African context. Research design, approach, and method: The study used a qualitative research design: interviews were conducted with a purposive sample of 19 hospital managers, and a thematic content analysis was performed. Main findings: Short-term incentives may not be the primary motivator for hospital managers, but they do play a critical role in sustaining motivation. Participants indicated that these schemes could also be applicable to public hospitals. Practical/managerial implications: Hospital managers are inclined to be more motivated by intrinsic than extrinsic factors. However, hospital managers (as middle managers) also seem to be motivated by short-term incentives. A combination of intrinsic and extrinsic motivators should thus be used to maximise performance and retention. Contribution/value-add: Whilst the study sought to explore hospital managers' perceptions of short-term incentives, it also found that an adequate balance between internal and external motivators is key to implementing an effective short-term incentive scheme.
Orientation: Previous research suggests that different generations have different reward preferen... more Orientation: Previous research suggests that different generations have different reward preferences based on differences in values, frames of reference and life goals. Research purpose: The focus of this study was to determine whether different generations prefer different rewards in the Information and Communication Technology (ICT) industry in South Africa. Motivation for the study: The rationale for this study was to obtain a better understanding of the reward preferences of Veterans, Baby Boomers, Generation X and Generation Y in the ICT industry. Research design, approach and method: The research was a quantitative, cross-sectional, correlational design. Participants from two ICT companies completed a structured electronic survey. One hundred and sixty four valid responses were received. A Cronbach's alpha of 0.821 indicates that the survey was reliable. Main findings: Contrary to previous research, the results show that generations do not display different reward preferences. Practical/managerial implications: It would be more beneficial to use individual interrelationship factors to develop a reward strategy than generations. Contribution/value-add: The research has added insight and value to reward preferences for generations in the ICT sector.
Orientation: Research has shown that total rewards models structured according to individual pref... more Orientation: Research has shown that total rewards models structured according to individual preferences, positively influence efforts to attract, retain and motivate key employees. Yet, this is seldom done. Structuring total rewards models according to the preferences of employee segments is a viable alternative to accommodate individual preferences. Research purpose: The primary aim of the study was to determine the relationship between personality types and reward preferences. The secondary aim was to determine the reward preferences for different demographic groups. Motivation for the study: An enhanced understanding of reward preferences for different employee segments will enable employers to offer more competitive reward options to their employees. This may, in turn, have a positive impact on retention.
Purpose: Employee turnover presents arguably the biggest threat to business sustainability and is... more Purpose: Employee turnover presents arguably the biggest threat to business sustainability and is a dynamic challenge faced by businesses globally. In South Africa, organisations compete to attract and retain skilled employees in an environment characterised by a burgeoning skills deficit. Turnover risk management is becoming an important strategy to ensure organisational stability and promote the effective retention of employees. The purpose of this research was to contribute to the practice of turnover risk management by proposing an approach and constructing a model to predict employee turnover based on demographic characteristics readily available in a human resource information system. Design: An exploratory research design was employed. Secondary quantitative data were extracted from an existing human resources database and analysed. Data obtained for 2592 employees in a general insurance company based in South Africa and Namibia formed the basis for the analysis. Logistic regression analysis was employed to predict employee turnover using various demographic characteristics available within the database. A likelihood ratio test was used to build a predictive model and the Akaike information criterion and Schwarz criterion were used to test how much value each variable added to the model and if its inclusion was warranted. The model was tested by conducting statistical tests of the significance of the coefficients. Deviance and Pearson goodness-of-fit statistics as well as the R-square test of significance were used. The overall goodness-of-fit of the model was also tested using the Hosmer and Lemeshow goodness-of-fit test. Findings: The current findings provide partial support for a predictive model explaining employee turnover. The model tested 14 demographic variables and the following five variables were found to have statistically significant predictive value: age, years of service, cost centre, performance score and the interaction between number of dependants and years of service. It is proposed that these five demographic variables be used as a model to help identify employees at risk of turnover or termed as flight risks. Practical implications: Gaining an understanding of the factors that influence employee voluntary turnover can be instrumental in sustaining workforce stability. The proposed model could help human resources professionals identify employees at risk of turnover using data that are readily available to them. This will further enable the use of targeted interventions to prevent turnover before it happens. Decreased levels of turnover will result in cost saving, enhanced talent management and greater competitive advantage.
It is widely recognized that in the management of employee pay, there is a definite divide betwee... more It is widely recognized that in the management of employee pay, there is a definite divide between government and the private sector. The immediate question comes to mind: “How is performance-related pay working in government?” A closer look provides insight on the kind of challenges governments are facing in getting this process working. It is obvious that they need to, as this pay philosophy is not working as it should or could. A proper analysis of the current scenario would pave the way to a much improved performance-related pay structure in government as a whole. It is clear that the link to performance management is of critical importance. Should governments and the private sector alike not start to learn from each other, instead of adopting the “we are better and different than you philosophy?” It is all one economy in each country with two major role players, of which government is a significant stakeholder. It is hoped that this article will assist senior government officials in establishing that closer link between performance and pay.
In an attempt to address the growing gap between chief executive officer (CEO) remuneration and t... more In an attempt to address the growing gap between chief executive officer (CEO) remuneration and that of the general worker, reign in rising CEO remuneration, and justify the portion of long-term incentive pay that makes up the bulk of CEO remuneration, shareholders and other stakeholders are trying to find definitive factors that will link CEO remuneration to company performance. Finding this link has become central to all executive remuneration issues. The results of the studies linking CEO remuneration to company performance are varied and inconclusive, particularly in South Africa. The reason for this is that previous studies have not looked at whether the company performance measures chosen have definite relationships with CEO remuneration in each industry. This study investigated eleven financial indicators of company performance to determine which of them have significant and positive relationships to CEO remuneration in different industries in South Africa. 254 South African listed companies, spread over 5 industries, were analysed for the period 2008 to 2012 using panel data analysis and statistical tests. The results were conclusive, finding performance metrics that had a positive and significant relationship to CEO remuneration in 4 of the 5 industries investigated, as well as over the aggregate of all the industries.
The purpose of the study was to establish the drivers of wage demands by public sector unions in ... more The purpose of the study was to establish the drivers of wage demands by public sector unions in a low-inflation and recessionary environment in South Africa. The study therefore sought to explore the experiences, views and perceptions of employee representatives on the wage bargaining councils. The objectives, as derived from the overall aim of the research, were to determine the factors that influence the wage demands, to establish the extent to which wage demands are linked to economic conditions and organisational goals, and to highlight the methods that are required to address the wage gap. It is hoped that it will contribute to the ongoing debate between the employer and trade unions regarding wage bargaining behaviour. The study is qualitative in nature and a modern qualitative approach, in which personal interview techniques were applied, was utilised. The findings revealed that trade unions utilise various methods to determine their wage bargaining behaviour, and that their involvement in the budgeting and objective setting process is of paramount importance. Public sector trade unions are key role players in the wage determination process and the improvement of the working standards and conditions of their members. Their wage bargaining behaviour should therefore be considered in setting organisational objectives. The research adds to the body of knowledge on the drivers of wage demands in the public sector.
This study aimed to determine what the current practice is with regard to short-term incentive sc... more This study aimed to determine what the current practice is with regard to short-term incentive schemes for middle managers. This was done by means of a quantitative study through a structured research survey completed by a sample of forty-eight organisations. The design elements, performance measures and payout practices of the various schemes in use were surveyed, as well as the participants’ view on the perceived effectiveness of their short-term incentive schemes. Evidence shows that the majority of organisations have a short-term incentive scheme in place for middle managers, and that the type of scheme used in most of the organisations is a performance-related bonus scheme, introduced mainly to drive business performance and reward superior performance.
Orientation: Return on the investment in variable pay programmes remains controversial because th... more Orientation: Return on the investment in variable pay programmes remains controversial because their cost versus contribution cannot be empirically justified. Research purpose: This study validates the findings of the model developed by De Swardt on the factors related to successful variable pay programmes. Motivation for the study: Many organisations blindly implement variable pay programmes without any means to assess the impact these programmes have on the company's performance. This study was necessary to validate the findings of an existing instrument that validates the contribution of variable pay schemes. Research design, approach and method: The study was conducted using quantitative research. A total of 300 completed questionnaires from a non-purposive sample of 3000 participants in schemes across all South African industries were returned and analysed. Main findings: Using exploratory and confirmatory factor analysis, it was found that the validation instrument developed by De Swardt is still largely valid in evaluating variable pay schemes. The differences between the study and the model were reported. Practical/managerial implications: The study confirmed the robustness of an existing model that enables practitioners to empirically validate the use of variable pay plans. This model assists in the design and implementation of variable pay programmes that meet critical success factors. Contribution/value-add: The study contributed to the development of a measurement instrument that will assess whether a variable pay plan contributes to an organisation's success.
Relationship between CEO remuneration and company financial performance in the South African reta... more Relationship between CEO remuneration and company financial performance in the South African retail and consumer goods sector Purpose: This study was motivated by the need to better understand the effects of the global financial crisis in 2008 on the relationship between company financial performance and CEO guaranteed cost to company (CTC). The aim of this study was to understand the relationship between company financial performance using DuPont analysis and CEO guaranteed CTC in the South African retail and consumer goods sector. Design: The research was a quantitative, archival study of companies listed on the Johannesburg Stock Exchange (JSE), measured over a period of six years (2006–2011). The statistical analysis included regression and correlation analysis. Findings: The research found that CEO guaranteed CTC has shown no sensitivity towards company financial performance in terms of DuPont analysis over the six-year period, which included the global financial crises in 2008. Furthermore, a negative relationship existed between the return on equity and the guaranteed CTC of CEOs in the retail and consumer goods sector during this period. Practical implications: The findings suggest that there is misalignment between company strategy and performance and the guaranteed CTC of CEOs. A practical implication would be to have independent and competent remuneration committees ensuring alignment of the interests of a company with those of its leaders in this regard.
The topic of executive pay-performance sensitivity has resulted in mixed research findings. Liter... more The topic of executive pay-performance sensitivity has resulted in mixed research findings. Literature related to executive remuneration constructs, company performance measures and the underlying theories is critically reviewed in this article. The literature is compared to research findings within the South African context pre, during and post the Global Financial Crisis of 2008. The researcher found similar results in the South African context compared to research in other countries and industries. The research challenges the notion that there is one dominant theory driving CEO compensation. The principal-agent theory, supported by the optimal contract theory, are foremost during periods of strong economic performance, while the influence of managerial power and other behavioural theories appear to prevail during periods of weak economic performance. This article proposes some critical considerations in order to manage this tension.
Introduction Key focus of the study The primary challenge in the executive pay-performance relati... more Introduction Key focus of the study The primary challenge in the executive pay-performance relationship is finding a mutually beneficial balance between executive remuneration and organisational performance. This Orientation: The relationship between Chief Executive Officer (CEO) remuneration and organisation performance has been a topic of close scrutiny, especially since the global financial crisis. Optimal contracting relies on the premise that effective incentives will link organisation financial performance and CEO remuneration in ways that will be in the best interests of both shareholders and CEOs. Research purpose: The purpose of this research study was to investigate the relationship between CEO remuneration and organisation performance in South Africa between 2006 and 2012 and to determine whether the two constructs were positively correlated. Motivation for the study: The study provides an evidenced-based understanding of the nature of the CEO pay-performance relationship in South Africa. Understanding this relationship is critical to finding a suitable model to structure executive remuneration that will protect shareholders from over-remunerating executives in times of economic appreciation, whilst protecting executives from being underpaid in times of economic depreciation.
Introduction Key focus of the study The primary challenge in the executive pay-performance relati... more Introduction Key focus of the study The primary challenge in the executive pay-performance relationship is finding a mutually beneficial balance between executive remuneration and organisational performance. This Orientation: The relationship between Chief Executive Officer (CEO) remuneration and organisation performance has been a topic of close scrutiny, especially since the global financial crisis. Optimal contracting relies on the premise that effective incentives will link organisation financial performance and CEO remuneration in ways that will be in the best interests of both shareholders and CEOs. Research purpose: The purpose of this research study was to investigate the relationship between CEO remuneration and organisation performance in South Africa between 2006 and 2012 and to determine whether the two constructs were positively correlated. Motivation for the study: The study provides an evidenced-based understanding of the nature of the CEO pay-performance relationship in South Africa. Understanding this relationship is critical to finding a suitable model to structure executive remuneration that will protect shareholders from over-remunerating executives in times of economic appreciation, whilst protecting executives from being underpaid in times of economic depreciation.
Scarparo, (2015),"Developing individual and organisational work-life balance strategies to improv... more Scarparo, (2015),"Developing individual and organisational work-life balance strategies to improve employee health and wellbeing", Employee Relations, Vol. 37 Iss 3 pp. 354-379 http://dx.
Today we are confronted with change that is exponential, that is, change heaped upon change (Eiti... more Today we are confronted with change that is exponential, that is, change heaped upon change (Eitington, 1997). The practices managers develop in order to work in a stable, predictable world, often no longer apply, and in fact are outmoded. Furthermore, the guideposts for management today and in future are far from clear. According to Buchanan & Boddy (1992), two of the most important skills managers must acquire as change agents are the ability: To communicate effectively to colleagues and subordinates a need or changes in project goals and in individual tasks and responsibilities To sell plans and ideas to others, by creating a desirable and challenging vision of the future.
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Papers by Mark Bussin