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The Use of Performance‐based Remuneration: High versus Low‐growth Firms
Author(s) -
Walker Julie
Publication year - 2010
Publication title -
australian accounting review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.551
H-Index - 36
eISSN - 1835-2561
pISSN - 1035-6908
DOI - 10.1111/j.1835-2561.2010.00098.x
Subject(s) - remuneration , equity (law) , accounting , business , pay for performance , monetary economics , finance , economics , microeconomics , incentive , political science , law
This study analyses the CEO remuneration structure and level for 100 Australian‐listed entities. Consistent with expectations, it finds that high‐growth firms pay their CEOs a greater proportion of performance‐based pay, when equity‐based rewards only are considered. High‐growth firms also place greater reliance on market and/or non‐financial performance standards for the award of performance‐based pay. The extent to which performance‐based remuneration is used as a component of CEO pay is positively associated with firm size and growth options. Other potential determinants of performance‐based pay, such as financial performance, are not significantly associated with the use of performance‐based remuneration.