CEO pay: how much is enough?

Responses are presented to a previous article on CEO compensation printed in Harvard Business Review (Brownstein and Panner, 1992). Graef S. Crytal, an adjunct professor at the University of California at Berkeley, believes Brownstein and Panner's information and correlations to be flawed and t...

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Bibliographic Details
Published in:Harvard business review 1992-07, Vol.70 (4), p.130-139
Main Authors: Crystal, G S, Whitworth, R V, Mace, M L, Kesner, M S, Sabo, M O, Lorsch, J W, Sollman, G, Minow, N, Wallman, S M, Holtzman, E
Format: Magazinearticle
Language:English
Subjects:
Administrative Personnel - economics
Chief executive officers
Critiques
Employee Incentive Plans
Executive compensation
Health administration
Industry - economics
Industry - organization & administration
Pay
Salaries and Fringe Benefits
United States
Wages & salaries
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Summary:Responses are presented to a previous article on CEO compensation printed in Harvard Business Review (Brownstein and Panner, 1992). Graef S. Crytal, an adjunct professor at the University of California at Berkeley, believes Brownstein and Panner's information and correlations to be flawed and their sources dubious. Ralph V. Whitworth, president of United Shareholders Association, believes the analysis assumes that the public is too ignorant to determine if a CEO is overpaid or to understand how to correct the overcompensation. Myles L. Mace, a Professor Emeritus at Harvard Business School, sides with Crystal and says that the unfettered actions of the CEOs who allocate stock-option plans to themselves and other top executives need to be reevaluated. Elizabeth Holtzman, New York City Comptroller, agrees with Brownstein and Panner that the issue is pay for performance.
ISSN:0017-8012