Executive performance-based remuneration, performance change and board structures

Janet Lee

doi:10.1016/j.intacc.2009.03.002

Executive performance-based remuneration, performance change and board structures

Janet Lee^*

^*Corresponding author for this work

Research output: Contribution to journal › Article › peer-review

23 Citations (Scopus)

Abstract

This paper examines CEO performance-based remuneration in companies that experience improvement in financial performance but have different board structures. It analyzes how such payment relates to change in financial performance and board structures by comparing the cases between Australian and Singaporean companies. The results highlight that performance pay in both countries is likely to be linked to change in performance. However, the proportion of CEO performance-based payment in both countries does not seem to be related to board structure. Larger firms in both countries appear to make great use of performance-based remuneration. Sales revenue is likely to be used by companies in both countries as a yardstick for determining CEO performance pay.

Original language	English
Pages (from-to)	138-162
Number of pages	25
Journal	International Journal of Accounting
Volume	44
Issue number	2
DOIs	https://doi.org/10.1016/j.intacc.2009.03.002
Publication status	Published - Jun 2009

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Executive performance-based remuneration, performance change and board structures

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