Remuneration - PowerPoint PPT Presentation

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Remuneration

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risk averse managers. risk neutral shareholders. shareholders should bear ... If workers are risk averse, what type of contract will maximise effort and hence ... – PowerPoint PPT presentation

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Title: Remuneration


1
Remuneration Monitoring
  • 1. Introduction
  • 2. Principal-Agent Theory
  • 3. Do incentives work?
  • 4. Empirical evidence

2
1. Background
  • What is the role of the wage?
  • (i) Allocation function
  • In a competitive economy, wages should act as
    guideposts informing people which occupation to
    take,, or how long to stay in school, or when to
    change jobs Polachek Siebert, 1993
  • (ii) Social stratification \ cohesion function
  • custom practice, fair wages (Marshall, Hicks)

3
(iii) Management tool
  • Outcomes (I.e. output) depends on worker effort
  • Workers have free will
  • effort specific skills
  • effort is a bad, higher wages are a good
  • Firms wish to maximise effort / skill use
  • Divergence of interests
  • Informational asymmetries
  • Workers act opportunistically

4
2. Theory
  • Principal-agent problem

Profit
Shareholders
Board of Directors
Pay, growth
CEO, managers
Supervisors, workers
5
How does the principal ensure that the agent
supplies maximum effort?
  • Designing the optimal contract
  • a) available information
  • b) distribution between managers workers
  • c) attitudes to risk of principal agent
  • 1. Perfect information
  • effort other factors affecting output (Q) are
    observable measurable
  • no agency problem
  • contract Q f(e) if Q is produced, worker paid
    W
  • no monitoring by principal

6
2. Symmetric information
  • Assume
  • Q Q(e, ?)
  • ? is a random (stochastic) variable
  • ? reflects state of nature
  • weather
  • breakdowns, supply problems
  • Macroeconomic conditions
  • ? unobservable
  • Q is therefore stochastic - output is uncertain -
    See Table 1
  • Assume that ? is known to worker/firm

7
Table 1 Output when e and ? vary
A) Uncertainty of outcome! B) If ? is known, a
contract specifies e1 if ?ave and e2 otherwise
C) What should W be?
8
Wages and attitudes to risk
  • Fixed wage - principal bears the risk
  • Variable wage - risk sharing
  • Should the risk be shared?
  • Depends on attitude to risk e.g.
  • risk averse managers
  • risk neutral shareholders
  • shareholders should bear all the risk. Why?

9
3. Risk, uncertainty asymmetric (imperfect)
information
  • (i) ? is unknown
  • (ii) the effect of e and ? on Q cannot be
    determined
  • (iii) but effort is known to the worker
  • Paying a wage conditional on e may not lead to
    Qmax
  • Why?

10
3. Optimal contract - incentive to deliver e1
  • Offer a contract to maximise expected ?
  • E?(Q(e, ?) - w(Q(e, ?))
  • Subject to (a) workers optimal level of effort
  • Eue,w(Q(e, ?))
  • i.e.incentive compatibility constraint
  • nb if ?bad then e1 may still result in low wage
    i.e. risky
  • And (b) the participation constraint

11
The participation constraint
  • Utility associated with a contract ? u
  • Eue,w(Q(e, ?)) ? u
  • Thus
  • If workers are risk averse, what type of contract
    will maximise effort and hence Q?
  • i.e. output 3,000 rather than 1,000

12
Figure 2 Optimal contract for worker A
certainty line
Wf(Q) Qf(?)
YA
YX
Low output
u1
u0
XA
High output1
13
Figure 2 Optimal contract for worker A
certainty line
Wf(Q) Qf(?)
YA
YX
Low output
a
u1
b
u0
XA
High output
14
Figure 2 Optimal contract for worker A
certainty line
Wf(Q) Qf(?, e)
YA
YX
Low output
w0
u0
XA
High output
15
Figure 2 Optimal contract for worker A
certainty line
Wf(Q) Qf(?, e)
YA
YX
Low output
b
a
c
w0
u0
XA
High output
16
Figure 2 Optimal contract for worker A
certainty line
Wf(Q) Qf(?, e)
YA
YX
Low output
b
u1
a
c
w1
w0
u0
XA
High output
17
Figure 2 Optimal contract for worker A
certainty line
Wf(Q) Qf(?, e)
YA
YX
Low output
r
b
u1
a
c
w1
w0
u0
XA
High output
18
Figure 2 Optimal contract for worker A
certainty line
Wf(Q) Qf(?, e)
YA
YX
Low output
r
b
u1
a
c
w1
w0
u0
XA
fixed
Variable
High output
19
3. Do incentives work?
  • Yes, Old Pay versus New Pay
  • Old pay systems
  • job evaluated grade-wage structure
  • pay f(time, seniority, job characteristics)
  • New Pay systems
  • Pay related to firms strategy
  • Flexible variable pay systems
  • Higher pay for workers with more competence i.e.
    skills knowledge

20
Types of incentive scheme
  • (i) Performance-related pay
  • (ii) Piece rates w f(Q)
  • (iii) Commission on sales
  • (iv) Group-based PRP I.e. bonus systems (US
    gainsharing)
  • (v) Profit sharing
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