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Recent Developments in Executive Compensation

By Dennis P. R. Codon and David L. Lynch
March 02, 2004

Executive compensation has risen from approximately 56 times the average employee's salary in 1989 to approximately 200 times the average employee's salary in 2002. During the stock market's halcyon days, concerns over this steep increase seemed to be limited to certain activist shareholders, public interest organizations, and Warren Buffet.

Although executive compensation has been the subject of evolving reform for several years, the bright spotlight of public attention is now focused on this issue, due in part to the bursting of the stock market bubble, the collapse of Enron, and a number of other highly publicized corporate scandals. The image of executives enjoying excessive compensation packages as revenues and earnings decline, and stock values of the companies they manage plummet, is a dangerously common stereotype.

In reality, the compensation packages received by most executives is related to their performance. Executives who earn shareholder confidence by their dedication to optimizing shareholder value are in tremendous demand, and deserve generous compensation. Excellent performance mitigates and deflects serious shareholder criticism. Even the most stringent reformers understand that generous compensation packages that are tied to increased shareholder value (ranking at the upper tier of their respective peer groups) are an important incentive in attracting and keeping top executives. Unfortunately, the impression that a few at the top escape with millions as the majority see their investment portfolios and 401(k) retirement plans wiped out has produced a wave of popular outrage. This reaction has been exacerbated by recent headline-grabbing events such as the indictment of former HealthSouth CEO Richard Scrushy (the first CEO to run afoul of Sarbanes-Oxley) and former Tyco, International CEO Dennis Kozlowski's $6000 shower curtain and $2 million “toga party.”

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