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Usps Case

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Executive Compensation | BLAW 5175 Simulation Exercise #1 | Group Aerospace |

Part 1: The objectives of executive compensation:

The issue of executive compensation is a topic of much debate. Executives are often ridiculed as their compensation packages may not coincide with the performance of their organization or be deemed too lavish by shareholders or advocacy groups. However, compensation is not decided arbitrarily. Organizations enlist boards and outside consultants, and with the aid of industry benchmarks establish packages that fairly represent the duties of high ranking company employees. Executives inherently shoulder more responsibility as spokespeople for companies and being tasked with difficult endeavors such as company-wide change, company direction, and company morals and values. As such, the compensation packages need to accurately reflect the responsibilities of an executive. The objectives of objectives of an executive compensation program can be summarized in three main points: * Align the interests of executives and shareholders. Companies seek to align the interests of executives with shareholders through equity-based compensation and share ownership requirements1. * Link rewards to performance. Companies seek to implement a pay-for-performance philosophy by tying a significant portion of executives’ compensation to their achievements of financial and discretionary goals that are linked to a Company’s business strategy and each executive’s contributions toward the achievement of those goals1. * Offer competitive compensation. Companies seek to offer an executive compensation program that is competitive and that helps attract, motivate and retain top performing executives.

Part 2: Current compensation practices of the aerospace industry: Compensation packages vary from company to company within the aerospace but

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