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Cash versus share payouts in relative performance plans

Oscar Timmermans

LSE Research Online Documents on Economics from London School of Economics and Political Science, LSE Library

Abstract: This study examines the risk taking properties associated with incentive plans that use relative performance evaluation, with a focus on the form of payout, whether in cash or shares. By analyzing determinants and consequences of payout form choice, I find that share-based plans offer risk-averse managers weaker incentives to pursue projects with idiosyncratic risk compared with cash plans. This occurs because share plans-unlike cash plans-expose managers to systematic performance trends, as payout values are linked to stock prices. Additionally, I document that the variation in risk taking incentives depends on expected relative performance and the strength of the incentives. Overall, this study's findings suggest that commonly used share-based relative performance plans might not always motivate managers to pursue innovative projects with high idiosyncratic risk when projects with systematic risk are available.

Keywords: idiosyncratic and systematic risk; relative performance evaluation; cash bonuses; payout convexity; executive incentive-compensation; executive incentive compensation (search for similar items in EconPapers)
JEL-codes: G30 J33 M12 M41 (search for similar items in EconPapers)
Pages: 39 pages
Date: 2024-11-01
New Economics Papers: this item is included in nep-hrm, nep-lma and nep-ppm
References: View references in EconPapers View complete reference list from CitEc
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Published in Accounting Review, 1, November, 2024, 99(6), pp. 451 - 489. ISSN: 0001-4826

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