CEO MOTIVES PROF DR XAVIER BAETEN
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1
2 CEO MOTIVES PROF DR XAVIER BAETEN
3 This study: Why and how?
4 WHAT S IN THIS STUDY? STRUCTURE OF THE QUESTIONNAIRE Corporate governance Work environment Work engagement Financial rewards Ambition Ethics & sustainability
5 1WHO ARE WE TALKING ABOUT? THE SAMPLE
6 NUMBER OF RESPONDENTS GEOGRAPHY ; 42% 546; 58% Netherlands Belgium
7 Number of respondents ORGANIZATION TYPE
8 ORGANIZATION SIZE Number of employees (FTE) >500; 153; 16% 0-50; 282; 30% ; 305; 33% ; 201; 21%
9 How many female CEOs in our sample?
10 CEO TYPOLOGY: GENDER, OWNERSHIP Gender CEO owner? 93; 10% 127; 13% 483; 51% 340; 36% 857; 90% Male Female Sole shareholder No CEO ownership Co-owner
11 CEO TYPOLOGY 51 8
12 CEO TYPOLOGY: AGE, SENIORITY Age Years in current role <45 y y >55 y 0 <5 y 5-12 y >12 y
13 % respondents CEO TYPOLOGY: SENIORITY 47% 47% 32% 34% 21% 19% <5 y 5-12 y >12 y CEO owner No CEO ownership
14 2HOW SATISFIED ARE CEOS? A TOTAL REWARDS PERSPECTIVE
15 FIRST OF ALL: WHAT ABOUT THE RELATIONSHIP WITH THE BOARD? Corporate governance item Male Female The board adds value to the company s strategy 3,9 3,8 The board provides relevant contacts 3,3 3,2 Climate of trust with the board 4,5 4,2 Collaboration with board in a mutually respectful way 4,5 4,4 Feedback from the board is objective and reliable 4,1 3,8 I feel supported by the board 4,3 4,1
16 Total reward = Financial + non-financial Pay satisfaction Distributive justice Procedural justice
17 TOTAL REWARDS SATISFACTION Very satisfied 5,0 3,9 3,8 4,0 4,1 Somewhat satisfied 4,0 Neither satisfied nor dissatisfied 3,0 Somewhat dissatisfied 2,0 Very dissatisfied 1,0 Pay satisfaction Distributive justice Procedural justice Non-financial rewards
18 NON-FINANCIAL REWARDS: WHAT ARE WE TALKING ABOUT? Overall climate Collaboration with senior mgt/board Recognition Outside view on organisation Developing management skills Work progress Social relevance Pride Acceptance of change Innovation attitude Challenge Ethical standards Clear & challenging objectives Values alignment Travel Workplace location
19 NON-FINANCIAL REWARD SATISFACTION Highest score Lowest score Pride Acceptance of change Ethical standards Travel Values alignment Targets Challenge Collaboration senior mgt
20 CEO SATISFACTION Female CEOs Need more/better feedback by the board Feel less trusted and supported by the board Total reward satisfaction Performance management & organization s willingness to change: main points of attention Non-financial rewards > financial rewards
21 Clear and challenging objectives Feedback
22 3HOW ENGAGED ARE CEOS?
23 Work engagement is defined as a positive, fulfilling work-related state of mind that is characterized by vigor, dedication, and absorption Schaufeli, Bakker, Salanova
24 WORK ENGAGEMENT 1 Never 2 Almost never 3 Rarely 4 Sometimes 5 Often 6 Very often 7 Always Schaufeli, Bakker, Salanova
25 WORK ENGAGEMENT & SENIORITY 1 Never 2 Almost never 3 Rarely 4 Sometimes 5 Often 6 Very often 7 Always 25
26 WORK ENGAGEMENT Our CEOs are Highly engaged Not complaining about their work-life balance Engagement is (slightly) higher after serving more than 12 years as CEO! => forget the football trainer career?!
27 4WHAT DRIVES CEOS?
28 What is your main driver?
29 What is the strongest driver of work engagement? Pay satisfaction Ambition Non-financial reward satisfaction
30 Standardized beta WHAT DRIVES CEOS? 0,5 0,4 0,3 0,2 0,1 0-0,1 Ambition Age Job seniority Non-financial reward satisfaction Pay satisfaction Distributive justice Procedural justice
31 Standardized beta WHAT DRIVES CEOS? NETHERLANDS VERSUS BELGIUM 0,5 NL B 0,4 0,3 0,2 0,1 0-0,1
32 NON-FINANCIAL REWARDS: WHAT ARE WE TALKING ABOUT? Overall climate Collaboration with senior mgt/board Recognition Outside view on organisation Developing management skills Work progress Social relevance Pride Acceptance of change Innovation attitude Challenge Ethical standards Clear & challenging objectives Values alignment Travel Workplace location
33 WHICH NON-FINANCIAL REWARDS DRIVE CEOS WORK ENGAGEMENT?
34 CEO DRIVERS It is all about Challenge, advancement, pride But also ethical standards It is not about Recognition, job security Female CEOs: Much more driven by teamwork & work climate CEOs aged 50+: More strongly driven by ethical standards & societal relevance
35 5IS IT ALL ABOUT THE MONEY?
36 FINANCIAL REWARDS - TOPICS Reward theories relevant for managers Financial reward satisfaction Financial reward design Variable remuneration Financial reward benchmarking Financial reward governance Remuneration committee
37 Agency theory Self-determination theory Equity theory
38 AGENCY THEORY THE CONTROL PARADIGM
39 Research suggests that expected, tangible rewards undermine autonomous motivation because individuals attribute their behaviour to the external rewards rather than internal reasons. (Garaus, Furtmüller, Güttel) 39
40 Corruption effect Informational aspect Informs about efficacy of behaviour Controlling aspect Behaviour is externally controlled We suggest that under specific circumstances, external rewards enhance autonomous motivation to learn even if they are tangible and expected. Garaus, Furtmüller, Güttel
41 SELF-DETERMINATION THEORY Extrinsic rewards Intrinsic motivation Feelings of autonomy Loosely coupled Small rewards Unexpected, ex-post Participative decision-making 41
42 EQUITY THEORY Organisational justice Distributive justice Procedural justice Interactive justice Responsibilities Experience Effort Performance Consistent rules Employee input Accurate information Opportunity for appeal How decisions are communicated and enacted Searle et al.
43 FINANCIAL REWARD SATISFACTION Highest scores Well informed concerning the system that determines my variable remuneration (PJ) Lowest scores Remuneration in relation to a similar position in the market (DJ) Remuneration in relation to the work done (DJ) Remuneration reflecting contribution to the organisation (DJ) Remuneration being justified given performance (DJ) Objectivity of remuneration process (PJ)
44 FINANCIAL REWARD DESIGN VARIABLE REMUNERATION? % granting variable remuneration 90% 89% 80% 70% 60% 46% 71% 52% 57% 53% 58% 64% 50% 40% 30%
45 FINANCIAL REWARD DESIGN KPIS UNDERLYING VARIABLE REMUNERATION Accounting 93% Efficiency/quality 32% Innovation Customer-related Employee-related Market share 21% 19% 18% 15% Share price Environment 4% 7% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
46 FINANCIAL REWARD BENCHMARKING Three-yearly 4% Two-yearly 6% Yearly 13% Ad hoc 23% No benchmarking 42% Don't know 12% 19% structural benchmarking
47 FINANCIAL REWARD BENCHMARKING Structural benchmarking No structural benchmarking Variable pay satisfaction (PS) 4,2 3,9 Remuneration in relation to similar position in the market (DJ) Remuneration reflects contribution to organisation (DJ) Impact on outcome of remuneration processes (PJ) 3,8 3,6 4,0 3,7 3,6 3,9
48 Remuneration committee: Why (not)? Added value? Experiences?
49 FINANCIAL REWARD GOVERNANCE REMUNERATION COMMITTEE Remuneration committee; 28% No remuneration committee; 72%
50 LOGIC BEHIND THE INSTALMENT OF A REMUNERATION COMMITTEE Expertise Director liability Monitoring Conflicts of interest Legitimacy 50
51 FINANCIAL REWARD GOVERNANCE REMUNERATION COMMITTEE Reward characteristic Remco No remco Benchmarking 37% 12% Variable pay 74% 53% Criteria variable pay: financial + nonfinancial 49% 25%
52 FINANCIAL REWARD GOVERNANCE REMUNERATION COMMITTEE Satisfaction Pay satisfaction Distributive justice Procedural justice Remco No remco
53 FINANCIAL REWARD GOVERNANCE REMUNERATION COMMITTEE Standardized beta coefficients 0,6 0,5 0,4 0,3 0,2 0,1 0 Size Financial performance Growth opportunities CEO tenure Existence of remco Baeten (2012)
54 FINANCIAL REWARDS CEOs are somewhat satisfied ( eerder tevreden ) with their financial rewards Main issues are related to distributive justice, mainly in relation to the market Only 19% apply a structural approach to benchmarking Variable remuneration Mainly driven by financial indicators: What gets rewarded gets done? Rewarding for A while hoping for B? Remuneration committee: Focus more on expert and monitoring roles
55 6LAST BUT NOT LEAST: ETHICS & SUSTAINABILITY
56 Ethics/sustainability/CSR: Driver for you? For your firm? Why (not)? Examples?
57 CSR is like teenage sex: everybody says they are doing it, but few actually are. And those who do it, do it rather badly.
58 ETHICS & SUSTAINABILITY CEO OPINIONS Business has responsibility to society apart from profit Law is not enough CSR = image builder Performance = dependent on stakeholder engagement CSR = effective basis for competing Main rationale of business = value to society Somewhat disagree Neither agree nor disagree Somewhat agree Totally agree
59 ETHICS & SUSTAINABILITY DECISIONS BY CEOS
60 ETHICS & SUSTAINABILITY SCENARIO 1 60% 58% 50% 40% 35% 30% 20% 10% 2% 5% 0% Do nothing Do nothing & client should not find out Stop practice & sharpen ethical policies Consider sanctions & inform clients
61 ETHICS & SUSTAINABILITY SCENARIO 2 60% 52% 50% 40% 30% 24% 21% 20% 3% 10% 0% Switch Switch but ask to adhere to legal requirement Renegotiate (even if this results in higher prices) Reject
62 HOW ETHICAL ARE CEOS? 69% 70% 60% 50% 40% 31% 30% 20% 10% 0% Unethical choice Ethical choice
63 HOW ETHICAL ARE CEOS? GUESS THE DIFFERENCES! Gender Age CEO shareholder NL/B Organization type Firm size Variable remuneration
64 HOW ETHICAL ARE CEOS? PERSONAL CHARACTERISTICS Characteristic Categories More ethical? Gender Age CEO shareholder NL/B Female Male 45 y y >55 y CEO (co-)owner No CEO ownership Netherlands Belgium x x x x x
65 HOW ETHICAL ARE CEOS? FIRM CHARACTERISTICS Characteristic Categories More ethical? Organization type Firm size Variable remuneration Family business Listed firm Private equity-owned 0-50 emp emp emp >250 emp Only financial KPIs Also non-financial KPIs x x x x
66 ETHICS & SUSTAINABILITY CSR is more of an image builder than a source of innovation/competitive advantage Clear differences in ethical stance, specific attention to be paid to: Younger CEOs Smaller family firms - CEO owners Variable remuneration (what gets rewarded gets done, again )
67 7A SHORT (PERSONAL) SYNTHESIS TO CONCLUDE
68 PERSONAL SYNTHESIS (1) Our CEOs feel well: Ambition Engagement Satisfaction with their work environment Points of attention: Board providing relevant contacts Performance management (target setting) Change and/in the organization Market alignment of pay Pay setting process
69 PERSONAL SYNTHESIS (2) Female CEOs: Trust/support by board Importance of climate and collaboration with senior management Take more ethical decisions Remuneration committee: More professional reward practices (variable pay, benchmarking) But no impact on pay satisfaction and/or fairness
70 PERSONAL SYNTHESIS (3) Ethics & sustainability: Ethical standards play a role (work engagement) CSR = image builder Important differences, depending on: Gender, age, nationality, firm size/type, But also
71
72 our students graduate not merely as manager, but as citizens and as members of their communities. (S.B. Banerjee)
73 THANK YOU!
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