The Impact of Executive Compensation on Corporate Social Responsibility Implementation

• Main Authors: Wen Chi Da, 達文祺
• Other Authors: 劉念琪
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/33087987727904325300

碩士 === 國立中央大學 === 人力資源管理研究所在職專班 === 101 === CSR performance is an objective indicator to review that company achieve to corporate sustainability or not. The benefit from practicing CSR is not easy to obtain. Even need to sacrifice short-term benefits for the long-term gains. However, there is an agency problem between CEO and shareholders. In order to reduce the agency problem, compensation contract is a good tool to save agency problem and avoid CEO pursues short-term performance rather than the long-term gains. The design of compensation structure will attract CEO to care for different targets and impacts to achieve short-term or long-term performance. In order to understand the relationship between CSR performance and CEO compensation, the sample comes from the publicly listed companies in Taiwan and public their Corporate Social Responsibility report. The variables data comes from the Taiwan Economic Journal (TEJ) database and M.O.P.S. to collect CEO compensation and CSR reports during 2006 to 2011. This study will discuss the hypothesis by using panel data random effect regression to examine the impact of CEO compensation and CSR performance. The results show that there are significantly positive relation between fix executive compensation to CSR and long-term incentive to CSR.