MODULE 38: CEO Compensation
Core Module Issues:
• At what point, if any, does executive compensation become excessive?
• Does it matter whether a company is performing wel or poorly?
• What, if anything, should be done about the issue?
Module Teaching Notes
This module starts a new unit on compensation. Here, we will begin by looking at the best-paid people
among us. Although the primary focus is on CEOs, I am also interested in whether students are OK with
anyone making a stratospheric amount of money, and so some non-CEO examples make appearances in
the scenario as well.
If you like charts, then you might cook up a graphic on the “multiplier effect”. Many who dislike extreme
executive compensation focus on the multiplier that exists between a typical workers' pay and a typical
CEO's pay. The multiplier is much higher in the United States than it is in other developed nations.
In Japan, the multiplier is about 11. A Japanese CEO makes about 11 times what an average worker
makes. A nice rate of pay, to be sure, but 11 is a tame multiplier by global standards.
In the UK, the multiplier is 22. Even better.
But in the United States, the figure is close to 200.
This figure of 200 is heavily criticized in some quarters as indefensible.
Some defend executive salaries, and say that big paychecks are required to attract top talent, and that in
any case, it should remain up to a company's board of directors to set compensation.
The scenario in this unit also raises the issue of whether the rules ought to be any different for executives at
companies that receive government bailouts of various kinds.
There is no story this time – the scenario is merely a description of several different people who, for various
reasons, have a great deal of money.