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Lecture 6
Incentive Systems
RelevantChapters:
MerchantandVanderStede,ManagementControlSystems:
PerformanceMeasurement,Evaluation,andIncentives,Chapter
9
LearningObjectives:
1.
Purposesofincentives
2.
Monetaryincentives
3.
Incentivesystemdesign
4.
Criteriaforevaluatingincentivesystems
1. Purposes of incentives
Positiveincentives
rewards
Thingsemployeesvalue
Negativeincentives punishments
Thingsemployeesliketoavoid
Incentivescanbemonetaryornonmonetary.
1. Purposes of incentives
Motivation
Motivationhastwoelements
Inducingeffort:gettingemployeestoworkhard
Employeestypicallyputforthmore(less)effortonactivities
thatare(not)rewarded
Directingeffort:helpingemployeesunderstand
whatisexpectedfromthem
Rewardsattracttheemployeesattentionandinformthem
oftherelativeimportanceofoftencompetingresultsareas
1. Purposes of incentives
Attraction/retentionofpersonnel
Payingemployeesonlyguaranteedsalariestendsto
attractriskaverse employees
Payingperformancedependentcompensation
tendstoattractemployeeswhoaremorerisk
tolerant,moreaggressive,moreconfidentintheir
abilities
Restrictedstock,forexample,oftenaregeared
towardsemployeeretention
2. Monetary Incentives
Thecompensationpackage:
Salary
Benefits
E.g.,Pensionandhealthbenefits
Incentivecompensation
Shorttermincentiveplans
Basedontheperformancemeasuredoverperiodsofone
yearorless
Longtermincentiveplans
Basedontheperformancemeasuredoverperiodsgreater
than1yearandoftenrelatedtothecompanysstockprice
2. Monetary Incentives
Shorttermincentiveplans
Basedonperformancemeasuredoverperiodsof
oneyearorless
Forexample,pieceratepayments,commissions,
bonuses
Calculation(byformula)ofshorttermincentives
Forexample,2%ofsales;10%ofnetprofits
Forexample,60%oftargetbonusat80%oftarget;
100%oftargetbonusat100%oftarget
(wheretargetbonus=30%ofsalary)
2. Monetary Incentives
Longtermincentiveplans
Basedontheperformancemeasuredoverperiods
greaterthan1year
Usuallyrestrictedtohighermanagementlevels
Accountingperformance (e.g.,EPS,ROE,ROA)
overaperiodof35years
Marketbasedperformance
Stockoptions
Restrictedstock
Performancestock
2. Monetary Incentives
Stockoptionplans
Stockoptionplansgiveemployeestherighttopurchaseaset
numberofsharesofcompanystockatasetprice(i.e.,theexercise
orstrikeprice)duringaspecifiedperiodoftime(i.e.,afterthe
optionsvestbutbeforetheyexpire).
Mostoptionsaregrantedatthemoney(i.e.,theexercisepriceis
equaltothestockpriceonthedayofgrant)witha35yearvesting
rate(i.e.,1/3,1/4,or1/5oftheoptionsgranted,respectively,vestat
theendofeachofthefirstthree,four,orfiveyears),anda10year
maturity(i.e.,theoptionsexpire10yearsaftertheyaregranted).
Whenstockprice>optionexerciseprice(i.e.,optionsareinthe
money),theemployeecanexercisethevestedoptionsandeither
holdthesharesorsellthemwithagain.
2. Monetary Incentives
Restrictedstockplans
Employeeseligibleforrestrictedstockdonothavetospendcashto
acquirethestock,butsellingthestockthattheyaregivenis
restrictedforaspecifiedperiodoftime(typically35years)andis
contingentuponcontinuedemployment.
Restrictedstockprovidesarewardforincreasesinstockprice.
Restrictedstockhasbeenderidedasagiveawayorpayforpulse
(ratherthanpayforperformance)becausethestockhassome
value(evenifthestockpricedeclines)andtherestrictionson
sellingdisappearmerelywiththepassageoftimeandcontinued
employment.
Betterserveretentionpurposes
Restrictedstockvs.stockoption
2. Monetary Incentives
Performancestockplans
Toeliminatethegiveawayperceptionofrestrictedstockand
accentuatepayforperformance,somefirmshaveresortedto
performanceawards.
Performancestocks:maketheirgrantscontingentonthe
achievementofstockornonstockgoalsoveramultiyearperiod.
Forexample,yourcompanygrantsyou2,000performanceshares
thatwillresultin2,000sharesiftheearningspershare(EPS)of
yourcompanygrowby10%peryearorcumulativelyby30%after
threeyears.
E.g.,CocaColaCompany
Sizeofincentivepay
Shapeoftheperformancerewardfunction
Incentiveformula(Useofsubjectivity)
Levelandtypeofmeasurement
Performanceattheindividual,entityorcompanylevel
Financialvs.nonfinancialperformance;singleormultiple
measuresorperformancecriteria
Sizeofincentivepay(fixedvs.variablepay)
Becauseemployeesalmostinvariablyvaluemoney,a
significantproportionvariablepayshouldmotivatethemto
achievetheperformancegoals.
Compensationpackagesthatoffersignificantperformance
contingentpayarelikelytoattractemployeeswhoare
confidentabouttheirabilitiestoproducesuperiorresults
and/ormorewillingtoacceptrisk. employeeselection
Acrossfirms,differencesintheproportionofatriskpayare
greaterthandifferencesinbasepay
Levelsofatriskpaygenerallydecreaseatlower
organizationlevels
Shapeofrewardfunction
Commonly,thelinkbetweenrewardsandresultsislinear,
butoverarestrictedperformancerangeonly
MAX
Rewards ($)
Results (profit)
ZERO
LOW
80% of
budget
target
100% of
budget
target
150% of
budget
target
HIGH
Lowercutoff
Toavoidpayingbonusesforperformancewhichis
consideredmediocreorworse
Uppercutoff
Tomaintainverticalcompensationequity
Tokeeptotalcompensationsomewhatsmoothovertime
Toavoidthefactthatmanagerswillbeunduly
motivatedtotakeactionstomaximizebonuspayouts
Toavoidundeservedbonusesduetowindfallgains
Toalleviatethepossibilityofafaultycompensationplan
design
Incentiveformula
Formulaically
Theperformancerewardlinkisexplicit
Alleviatesbiasorfavoritisminassessingandrewarding
performance
Possiblylessfocusonperformancedimensionsthatare
moredifficulttoquantify
Subjectively
Allowsperformancetobeevaluatedmorecompletely
consideringanyofanumberofhardtoquantify,but
important,performanceareas
Lackofexplicitnessincreasestheemployee'srisk(dueto
possiblebias)
Rewardsshouldbevalued
Rewardsthathavenovaluedonotprovidemotivation
Rewardtastesvaryacrossindividualsandare
situational
Rewardsshouldbelargeenoughtohaveimpact
Rewardvisibilitycanaffectimpact
Rewardsshouldbeunderstandable
Whatisthereasonforearningthereward?
Rewardsshouldbetimely
Delayinprovidingtherewardsaftertheperformanceis
saidtodilutetheirmotivationaleffects.
Rewardsshouldbedurable
Rewardshavegreatervalueifpositivefeelings
generatedthroughtherewardarelonglasting,thatis,
ifemployeesrememberthem
Rewardsshouldbereversible
Promotions,forinstance,aredifficulttoreverse
Rewardsshouldbecostefficient
Tostimulatethedesiredmotivationatminimalcost
Incentivesshouldbesufficientlymeaningfultooffsetother
motivesemployeeshavetoactinwaysthatarecontraryto
theorganizationsbestinterest,buttherewardsshouldnot
begreaterthanthosenecessarytoprovidetheneeded
motivation.
Anincentivesystemwillnotcreatevaluefortheorganization
unlesstheincrementalvalueoftheincreasedperformance
generatedbytheincentivesexceedstheassociated
compensationandadministrationexpense.
Itmaybebettertohavenoincentivesystemthantohavea
badone.
EndofLecture6