Centro de Documentacion de Fundación MAPFRE - Corporate budgeting is broken, let's fix it

MAP20071502321

Corporate budgeting is broken, let's fix it / by Michael C. Jensen

Sumario: In a traditional pay-for-performance compensation program, a manager earns a hurdle bonus when performance reaches a certain level. The bonus increases with performance until it hits a maximum cap. To eliminate inducements to game the system, companies should adopt a purely linear pay-for-performance scheme that rewards actual performance, independent of budget targets. A manager receives the same bonus for a given level of performance whether the budget goal happens to be set beneath that level or above it. Severing the link between budgets and bonuses eliminates managers' motivation to lowball targets, and it takes away incentives to move revenues and expenses around when the end of a budget period approaches. Not only does this remove the costs of gaming, it also frees managers from all the time they traditionally had to devote to it

En: Harvard business review. - Boston. - November 2001 ; p. 94-101

1. Rendimiento en el trabajo . 2. Incentivos . 3. Motivación . 4. Estrategia empresarial . 5. Recursos humanos . 6. Medición del trabajo . 7. Dirección por objetivos . I. Título. II. Título: Harvard business review.