Asymmetric benchmarking in compensation: Executives are rewarded for good luck but not penalized for bad Article author：Gerald T. Garvey, Todd T. Milbourn Speaker: Huang Yaping May 6th 2018

Content Introduction A simple model of pay for luck Empirical analysis Alternative explanations Additional tests: how does skimming take place? Concluding remarks References

1.Introduction Principal-agent theory suggests that a manager should be paid relative to a benchmark that removes the effect of market or sector performance on the firm’s own performance. Recently, it has been argued that such indexation is not observed in the data because executives can set pay in their own interests; that is, they can enjoy ‘‘pay for luck’’ as well as ‘‘pay for performance.’’

2.A simple model of pay for luck 2.1. Basic results Model 2.2. Results when executives have access to capital markets

2.A simple model of pay for luck 2.3. Second thoughts: asymmetric benchmarking? The following simple model details and clarifies the empirical implications of our argument. The starting point is the recognition that actual compensation, including the use of benchmarks, is not completely determined by a contract. instead, it is chosen by the compensation committee of the board each year, looking back at past performance. The above argument not only helps lay out our empirical implications, but it also indicates the barriers to successful testing.

Data and descriptive statistics 3.Empirical analysis Data and descriptive statistics Pay for luck confirmed Evidence of asymmetric indexation Testing the break point and functional form

4.Alternative explanations 4.1Performance nonlinearities A logical alternative explanation for our results is that pay is effectively linear in both luck and skill, but firm performance is not. Performance nonlinearities can explain our observation of asymmetric benchmarking 4.2External labor market forces An alternative labor-market explanation is that the executive has some market insensitive, outside opportunity to which she can revert, 4.3Job loss as punishment for bad luck The labor market explanations assume that the managers’ outside opportunities provide her with bargaining power through the threat of quitting and the associated turnover costs. To test this explanation, we return to the full sample and code a dummy variable for years in which the CEO position changes hands

5.Additional tests: how does skimming take place? In this section, we provide two additional empirical tests to further explore how CEO pay skimming actually takes place. To this end, we first examine whether skimming takes place more often in situations marked by weaker corporate governance. Next, we explore whether boards alter their option-granting policies as means of insulating CEOs against bad luck outcomes. Governance and skimming Fixed value versus fixed number option granting policies

6.Concluding remarks We find that executive pay is most sensitive to industry or market benchmarks when such benchmarks are up. This is consistent with the view that important aspects of executive compensation are not chosen as part of an ex ante efficient contracting arrangement, but rather as a way to transfer wealth from shareholders to executives expost. Normatively, the message is that the choice of whether to remove luck from an executive’s compensation package is less important than is consistency in this choice across years. That is, if the board chooses to use external benchmarks to evaluate performance, these benchmarks should be applied when they have risen as well as when they have fallen. Alternatively, if it is decided that benchmarking is impractical or too costly, this should be applied when benchmarks are down as well as when they are up. The corporate governance results help flesh out the story. Firms where shareholders are more influential are more likely to use benchmarks consistently across up and down markets. The option granting results suggest that some firms could inadvertently practice asymmetric benchmarking by increasing the number of options granted in down markets while not reducing them in up markets. Further work is necessary to more clearly distinguish rent-seeking from efficient contracting views of executive compensation. Our results lend some empirical support to the rent-seeking approach and also indicate some of the forces that shape and constrain rent-seeking in the compensation process.

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