Hostname: page-component-cd9895bd7-dk4vv Total loading time: 0 Render date: 2024-12-25T20:32:50.577Z Has data issue: false hasContentIssue false

Dialogue: CEO Compensation

Published online by Cambridge University Press:  20 July 2015

Abstract:

In this journal, Jeffrey Moriarty argued that CEOs must refuse to accept compensation above the minimum compensation that will induce them to accept and perform their jobs. Acting otherwise, he maintains, violates the CEO’s fiduciary duty, even for a CEO new to the firm. I argue that Moriarty’s conclusion rests on a failure to adequately distinguish when a person acts as a fiduciary from when she acts on her own account as a person. Further, Moriarty’s argument assumes that the CEO knows this minimum level of compensation. However, we learn the suitability of compensation only through the market process of wage negotiation, not through some process of introspection. I conclude that a CEO who abstains from interfering with the board of directors and its compensation committee is morally free to negotiate for the highest wage available.

Type
Articles
Copyright
Copyright © Society for Business Ethics 2011

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

American Civil Liberties Union. 2011. Equal pay for equal work: Pass the paycheck fairness act. Available at http://www.aclu.org/womens-rights/equal-pay-equalwork-pass-paycheck-fairness-act. Accessed February 25, 2011.Google Scholar
Bebchuk, L., & Fried, J. M. 2003. Executive compensation as an agency problem. Journal of Economic Perspectives, 17(3): 7192.Google Scholar
Bebchuk, L., & Fried, J. M.. 2004. Pay without performance: the unfulfilled promise of executive compensation. Cambridge, MA: Harvard University Press.Google Scholar
Boatright, J. R. 2009. From hired hands to co-owners: Compensation, team production, and the role of the CEO. Business Ethics Quarterly, 19(4): 47196.Google Scholar
Heath, J. 2009. The uses and abuses of agency theory. Business Ethics Quarterly, 19(4): 497528.Google Scholar
Marcoux, A. M. 2003. A fiduciary argument against stakeholder theory. Business Ethics Quarterly, 13(1): 124.Google Scholar
Moriarty, J. 2005. Do CEOs get paid too much? Business Ethics Quarterly, 15(2): 25781.Google Scholar
Moriarty, J.. 2009. How much compensation can CEOs permissibly accept? Business Ethics Quarterly, 19(2): 23550.Google Scholar
Pincus, L., & Shaw, B. 1998. Comparable worth: an economic and ethical analysis. Journal of Business Ethics, 17: 45570.Google Scholar
Rowan, J. R. 2000. The moral foundation of employee rights. Journal of Business Ethics, 24: 35561.Google Scholar
Werhane, P. H. 1999. Justice and trust. Journal of Business Ethics, 21: 23749.Google Scholar
Wolf, S. 1982. Moral Saints. The Journal of Philosophy 79:8: 41939.Google Scholar
Bebchuk, L. A., & Fried, J. M. 2004. Pay without performance: The unfulfilled promise of executive compensation. Cambridge, MA: Harvard University Press.Google Scholar
Cohen, G. A. 2000. If you’re an egalitarian, how come you’re so rich? Cambridge, MA: Harvard University Press.Google Scholar
Kolb, Robert. 2011. Must CEOs be saints? Contra Moriarty on CEO abstemiousness. Business Ethics Quarterly, 21(4): 67986.Google Scholar
Moriarty, J. 2009. How much compensation can CEOs permissibly accept? Business Ethics Quarterly, 19(2): 23550.Google Scholar