CEO compensation and performance of state owned enterprises in South Africa

Sam Ngwenya · Mahlomola Khumalo

15 citations0/0 files storedCorporate Ownership and Control

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Corporate Finance and Governance Accounting and Organizational Management Corporate Governance and Financial Management

Abstract

The study investigates the relationship between CEO compensation and performance of State Owned Enterprises (SOEs) in South Africa, using data for the period 2009 to 2011. The results indicated that there exist no positive relationship between CEO compensation and SOEs performance as measured by return on assets. The results also indicated a positive relationship between CEO compensation (base salary) and the size of SOEs as measured by total revenue and number of employees. The results suggest that board members of SOEs in South Africa should hold CEOs accountable for the performance of SOEs, and should not pay huge salaries and bonuses to non performing CEOs.

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References

2005Top Executive Remuneration: A View from Europe*2006Australian chief executive officer remuneration: pay and performance 2006The Link Between CEO Compensation and Firm Performance: Does Simultaneity Matter?2002Company Performance, Corporate Governance, and CEO Compensation in Norway and Sweden 1998Does CEO Pay Reflect Performance? Some Australian Evidence 2008New insights into executive compensation and firm performance 2011CEO Compensation And Firm Performance: Is There Any Relationship?2008A Study of the Relationship between Firm Performance and CEO Compensation in the U.S. Commercial Banking Industry

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