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232 PART 3 • STRATEGY IMPLEMENTATION

average CEO pay among European firms of $6 million and an average among U.S. firms of
$12 million. As firms acquire other firms in other countries, these pay differences can
cause resentment and even turmoil. Larger pay packages of American CEOs are socially
less acceptable in many other countries. For example, in Japan, seniority rather than
performance has been the key factor in determining pay, and harmony among managers is
emphasized over individual excellence.
How can an organization’s reward system be more closely linked to strategic
performance? How can decisions on salary increases, promotions, merit pay, and
bonuses be more closely aligned to support the long-term strategic objectives of the
organization? There are no widely accepted answers to these questions, but a dual
bonus system based on both annual objectives and long-term objectives is becoming
common. The percentage of a manager’s annual bonus attributable to short-term versus
long-term results should vary by hierarchical level in the organization. A chief execu-
tive officer’s annual bonus could, for example, be determined on a 75 percent short-
term and 25 percent long-term basis. It is important that bonuses not be based solely on
short-term results because such a system ignores long-term company strategies and
objectives.
Wal-Mart Stores recently revamped its bonus program for hourly employees as the
firm began paying bonuses based on sales, profit, and inventory performance at individual
stores on a quarterly, rather than annual, basis. The average full-time employee at Wal-
Mart in the United States is paid $10.51 per hour, but this is significantly below the $17.46
average paid to Costco Wholesale Corp. employees. 11
One aspect of the deepening global recession is that companies are instituting poli-
cies to allow their shareholders to vote on executive compensation policies. A “say-
on-pay” policy was installed at 14 large companies in 2008–2009. Aflac was the first
U.S. corporation to voluntarily give shareholders an advisory vote on executive
compensation. Aflac did this back in 2007. Apple did this in 2008, as did H&R Block.
Several companies that instituted say-on-pay policies in 2009 were Ingersoll-Rand,
Verizon, and Motorola. In 2010 and 2011, Occidental Petroleum and Hewlett-Packard
are expected to institute such policies. These new policies underscore how the financial
crisis and shareholder outrage about top executive pay has affected compensation prac-
tice. None of the shareholder votes are binding on the companies, however, at least not
so far. The U.S. House of Representatives recently passed a bill to formalize this share-
holder tactic, which is gaining steam across the country as a means to combat exorbitant
executive pay.
In an effort to cut costs and increase productivity, more and more Japanese compa-
nies are switching from seniority-based pay to performance-based approaches. Toyota
has switched to a full merit system for 20,000 of its 70,000 white-collar workers.
Fujitsu, Sony, Matsushita Electric Industrial, and Kao also have switched to merit pay
systems. This switching is hurting morale at some Japanese companies, which have
trained workers for decades to cooperate rather than to compete and to work in groups
rather than individually.
Richard Brown, CEO of Electronic Data Systems (EDS), once said,

You have to start with an appraisal system that gives genuine feedback and differen-
tiates performance. Some call it ranking people. That seems a little harsh. But you
can’t have a manager checking a box that says you’re either stupendous, magnifi-
cent, very good, good, or average. Concise, constructive feedback is the fuel workers
use to get better. A company that doesn’t differentiate performance risks losing its
best people. 12

Profit sharing is another widely used form of incentive compensation. More than 30
percent of U.S. companies have profit sharing plans, but critics emphasize that too many
factors affect profits for this to be a good criterion. Taxes, pricing, or an acquisition
would wipe out profits, for example. Also, firms try to minimize profits in a sense to
reduce taxes.