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The Response of Commercial Banks to Compensation Reform

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  • Vafeas, Nikos
  • Waegelein, James F
  • Papamichael, Maria

Abstract

This study assesses changes in the executive compensation policy of 94 commercial banks following the SEC's expanded compensation disclosure rules and revisions in the Internal Revenue Code regarding deductibility of compensation expense. During the period from 1989-1997, commercial banks experience a significant decline in the number of insiders serving in executive compensation committees. Following compensation reform, banks seem to substitute non-cash for cash compensation, and exhibit a somewhat stronger pay-for-performance relationship. Further, board structures are statistically indistinguishable among banks that were acquired compared to surviving banks, and between banks and a sample of electric utilities. Taken together, our analysis suggests that compensation reform, rather than deregulation or corporate control, led commercial banks to change their governance structures and provides limited evidence that such changes enhanced the incentive effects of compensation contracts. Copyright 2003 by Kluwer Academic Publishers

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  • Vafeas, Nikos & Waegelein, James F & Papamichael, Maria, 2003. "The Response of Commercial Banks to Compensation Reform," Review of Quantitative Finance and Accounting, Springer, vol. 20(4), pages 335-354, June.
    • Handle: RePEc:kap:rqfnac:v:20:y:2003:i:4:p:335-54
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    Cited by:

    1. Sean M. Harkin & Davide S. Mare & Jonathan N. Crook, 2019. "Average pay in banks: do agency problems and bank performance matter?," Review of Quantitative Finance and Accounting, Springer, vol. 53(1), pages 101-122, July.
    2. Liang, Hsin-Yu & Chen, I-Ju & Chen, Sheng-Syan, 2016. "Does corporate governance mitigate bank diversification discount?," International Review of Economics & Finance, Elsevier, vol. 45(C), pages 129-143.
    3. Chii-Shyan Kuo & Jow-Ran Chang & Shih-Ti Yu, 2013. "Effect of mandatory pro forma earnings disclosure on the relation between CEO share bonuses and firm performance," Review of Quantitative Finance and Accounting, Springer, vol. 40(2), pages 189-215, February.
    4. Nikos Vafeas & Adamos Vlittis, 2012. "An agency-based perspective on the performance consequences of COO adoption," Review of Quantitative Finance and Accounting, Springer, vol. 39(3), pages 361-382, October.
    5. Shujun Ding & Zhenyu Wu & Yuanshun Li & Chunxin Jia, 2010. "Executive compensation, supervisory board, and China’s governance reform: a legal approach perspective," Review of Quantitative Finance and Accounting, Springer, vol. 35(4), pages 445-471, November.
    6. Chii-Shyan Kuo & Shih-Ti Yu, 2014. "Remuneration Committee, Board Independence and Top Executive Compensation," JRFM, MDPI, vol. 7(2), pages 1-17, April.
    7. Hsihui Chang & Hiu Choy & Kam-Ming Wan, 2012. "Effect of the Sarbanes–Oxley act on CEOs’ stock ownership and pay-performance sensitivity," Review of Quantitative Finance and Accounting, Springer, vol. 38(2), pages 177-207, February.

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