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Managerial incentives and auditor pricing
Title
Managerial incentives and auditor pricing: do auditors price risk from CEO incentives?.
Creator
Kannan, Yezen H., Florida Atlantic University, College of Business, School of Accounting
Abstract/Description
I investigate whether and how auditors address the potential risk of CEO incentive pay and CEO incentives from their equity portfolio as an incentive to commit fraud through their pricing decisions. Using an OLS regression model I find that auditors price CEO incentive pay in the post SOX period. Also, auditors price CEOs' non-linear incentives from their holdings of stock options as a fraud risk factor but do not price linear incentives from CEO holding of stock and restricted stock....
Show moreI investigate whether and how auditors address the potential risk of CEO incentive pay and CEO incentives from their equity portfolio as an incentive to commit fraud through their pricing decisions. Using an OLS regression model I find that auditors price CEO incentive pay in the post SOX period. Also, auditors price CEOs' non-linear incentives from their holdings of stock options as a fraud risk factor but do not price linear incentives from CEO holding of stock and restricted stock. Furthermore, auditors consider CEO incentives to manipulate firm performance due to the vested portion of option holdings as a fraud risk factor which is priced, and not the unvested portion of this portfolio. Furthermore, I find evidence to suggest that auditors price CEO opportunity to commit fraud, as well as CEO rationalizing the act of committing fraud, therefore concluding that auditors price all components of the fraud triangle.
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Date Issued
2009
PURL
http://purl.flvc.org/FAU/210448
Subject Headings
Portfolio management, Incentive awards, Compensation management, Financial services industry, Corrupt practices
Format
Document (PDF)
How Perceptions of Justice, Children's Lifestyle Satisfaction, and Several Turnover Outcomes Relate to Repatriate and Spouse/Partner Compensation and Lifestyle Satisfaction
Title
How Perceptions of Justice, Children's Lifestyle Satisfaction, and Several Turnover Outcomes Relate to Repatriate and Spouse/Partner Compensation and Lifestyle Satisfaction.
Creator
Thomason, Stephanie J., Peterson, Mark F., Florida Atlantic University
Abstract/Description
This dissertation analyzes how the reactions of repatriates and spouses/partners about their new lifestyle and compensation package upon repatriation relate to several repatriate turnover outcomes. U.S.-based multinational organizations often provide global assignees with an extensive benefit package, including such items as housing allowances, foreign-service premiums, tuition for international schools, and club memberships. Once the assignment is over, these additional benefits are...
Show moreThis dissertation analyzes how the reactions of repatriates and spouses/partners about their new lifestyle and compensation package upon repatriation relate to several repatriate turnover outcomes. U.S.-based multinational organizations often provide global assignees with an extensive benefit package, including such items as housing allowances, foreign-service premiums, tuition for international schools, and club memberships. Once the assignment is over, these additional benefits are necessarily terminated. Results of a qualitative analysis of 14 semi-structured interviews and a quantitative analysis of 37 U.S. repatriated executives and 34 spouses/partners of repatriated executives suggest that repatriate perceptions of distributive justice positively relate to all facets of pay satisfaction (i.e. pay level, pay raise, benefits, and pay structure and administration satisfaction), while procedural justice relates positively to pay structure and administration satisfaction. Overall pay satisfaction, in turn, positively relates to the intentions to increase one's investment in company-specific skills. Repatriate and spouse/partner attitudes about the changes in benefits they encounter upon repatriation are predicted by their children's satisfaction with their new lifestyle. Furthermore, some evidence suggests support for the proposition that overall pay satisfaction and benefit change satisfaction of repatriates and spouses/partners negatively relate to the actual turnover of repatriates. The implications drawn from this dissertation inform theories of social status, spillover, equity, and expatriate adjustment. Multinational organizations employing expatriates may additionally consider the practical implications useful when establishing compensation packages and repatriation programs for international assignees.
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Date Issued
2007
PURL
http://purl.flvc.org/fau/fd/FA00000616
Subject Headings
International business enterprises--Personnel management, Employment in foreign countries, Compensation management
Format
Document (PDF)
Antecedents and consequences of pay disparity between CEO and non-CEO executives
Title
Antecedents and consequences of pay disparity between CEO and non-CEO executives.
Creator
Pissaris, Seema., Florida Atlantic University, College of Business, Department of Management
Abstract/Description
This dissertation investigates the antecedents and consequences to pay disparity between the CEO and non-CEO executives from an equity-based perspective. While the principles of agency theory suggest that CEOs are granted higher compensation packages to better align their motives to those of the firm's shareholders, empirical research has not supported a positive relationship between rising CEO pay and firm performance. Some results even suggest a negative relationship. This dissertation...
Show moreThis dissertation investigates the antecedents and consequences to pay disparity between the CEO and non-CEO executives from an equity-based perspective. While the principles of agency theory suggest that CEOs are granted higher compensation packages to better align their motives to those of the firm's shareholders, empirical research has not supported a positive relationship between rising CEO pay and firm performance. Some results even suggest a negative relationship. This dissertation argues that if organizational outcomes are determined by the integrated skills and talents of its dominant coalition, and if the management of a firm's trajectory is a shared process, then, the disparity in rewards between the CEO and those that work closest to him becomes an important area of study., The dissertation investigates the antecedents of pay disparity and proposes that the quality of a firm's governance marked by independent boards as well as higher levels of blockholders will be more likely to temper and better align the CEO's compensation and thereby reduce pay disparity. Empirical results support the major propositions as firms with independent Chairman of the Board, fewer interlocking directors, and higher levels of blockholders were found to have lower levels of pay disparity between the CEO and non-CEO executives. Pay disparity was tested both at the firm level and at the individual executive level and both were found have a significant effect on non-CEO executive turnover for up to two years., Central to the dissertation is a moderation model which proposes that pay disparity has a profound effect on an executive team's ability to integrate its diverse experience and educational background, and consequently, its capacity to respond strategically to its changing competitive landscape. The study examines the education, age, tenure and functional background of top management teams of Fortune 500 firms and finds support for the assertion that the positive relationship between heterogeneously composed teams and firm performance is contingent on rewards equality between the CEO and balance of the top team membership. The findings suggest that higher levels of pay disparity attenuate the negative aspects of cognitive diversity serving to impede the firm's competitive performance.
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Date Issued
2008
PURL
http://purl.flvc.org/FAU/58009
Subject Headings
Chief executive officers, Salaries, etc, Corporate governance, Compensation management, Managerial economics
Format
Document (PDF)
Employees' perception of employers' response after workplace injury
Title
Employees' perception of employers' response after workplace injury.
Creator
Patrick, Nancy S., College of Education, Department of Educational Leadership and Research Methodology
Abstract/Description
The purpose of this study was to (a) explore the lived experiences of school district employees who have sustained on-the-job injuries with specific attention to employee perceptions of employer response after injury and (b) examine whether purposeful empathetic response from the employer after workplace injury was related to changes in employee perceptions of employer response. This study included both qualitative and quantitative methods. In Phase 1, the sample for the interviews included...
Show moreThe purpose of this study was to (a) explore the lived experiences of school district employees who have sustained on-the-job injuries with specific attention to employee perceptions of employer response after injury and (b) examine whether purposeful empathetic response from the employer after workplace injury was related to changes in employee perceptions of employer response. This study included both qualitative and quantitative methods. In Phase 1, the sample for the interviews included nine workers from a large school district in South Florida who had active injury claims within two years before the study began. The Phase 1 findings were that the level of assistance and type of support received after reporting an injury varied among participants, despite working for the same employer; that the perceived response from the employer was more influential in affecting the participants' experience of workplace injury than participants' perception of the response of their coworkers; t hat the reaction from a majority of the school district employees (6 of 9) who were injured at work mirrored perceived employer response; and that more than half of the nine participants had unmet expectations of their employer with respect to how they were treated after experiencing workplace injury. In Phase 2, the 91 subjects that participated in the organizational response survey (See Appendix E and Appendix F) were employees from the same school district who were injured during an eight-week period. Data from three subscales (organizational support, return-to-work policies, and post-injury job satisfaction) on the survey instrument were compared between two groups., An experimental group received purposeful empathetic response from both the employer at the local school or department level as well as contact from the employer's Risk Management department. Analysis of variance was used to compare responses of the groups. A Bonferroni adjustment of .05/3 or .017 was applied: the result was non-significant. This finding suggests that purposeful, empathetic contact alone was not enough to significantly affect the participants' scores.
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Date Issued
2010
PURL
http://purl.flvc.org/FAU/2978950
Subject Headings
Workers' compensation, Personnel management, Job security, Social aspects, Corporate culture, DIsability insurance claimants, Employment, Industrial accidents, Psychological aspects
Format
Document (PDF)