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dc.contributor.authorEnayati, Hassan
dc.contributor.authorHallock, Kevin F.
dc.contributor.authorBarrington, Linda
dc.date.accessioned2020-11-12T21:23:43Z
dc.date.available2020-11-12T21:23:43Z
dc.date.issued2015-10-01
dc.identifier.other12341001
dc.identifier.urihttps://hdl.handle.net/1813/73717
dc.description.abstract• Particularly since the recent recession, the general public and policy makers have been interested in aligning the incentives of executives with the incentives of shareholders. • Embedding Total Shareholder Return (TSR) target metrics into top executive compensation plans have been described as a simple and direct tool to align incentives. • Despite the increased popularity of such TSR plans, the empirical evidence supporting the expansion of this compensation strategy is limited. • This brief aims to shed light on whether the inclusion of TSR measures in long-term incentive plans result in improved firm performance.
dc.language.isoen_US
dc.subjectHuman Resources
dc.subjectcompensation
dc.subjectfirm performance
dc.subjectcompensation
dc.subjectdata
dc.subjectequity
dc.subjectreturn on equity
dc.subjectROE
dc.subjectstatistics
dc.subjectanalytics
dc.subjectlong-term incentives
dc.titleTSR, Executive Compensation, and Firm Performance
dc.typereport
dc.description.legacydownloadsICS_TSR_Brief_Oct_15.pdf: 56 downloads, before Oct. 1, 2020.
local.authorAffiliationEnayati, Hassan: he76@cornell.edu Cornell University
local.authorAffiliationHallock, Kevin F.: kfh7@cornell.edu Cornell University
local.authorAffiliationBarrington, Linda: linda.barrington@cornell.edu Cornell University


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