![]() ![]() "It's possible that high pay is perfectly deserved because of high contributions, high skill sets," Haynes said, "and just because somebody doesn't have high pay doesn't mean they aren't greedy." Instead, they offer definitions and analytical tools that add clarity, allow for apples-to-apples comparisons and shed new light on how a leader's objectives shape company performance. They leave others to correlate the data with names, too. And Haynes and her collaborators go to the data for answers, leaving emotion, indignation and cries for justice to others. The question is more complicated than water-cooler conversations might suggest. Many a minimum-wage worker, making $15,080 per year, has wondered that, and so have those in the middle class, who may work a year to make what some CEOs make in a day.īut if you make more than anyone else does that mean you're greedy? "Why is it that in some companies there is a huge difference between the pay of the top executive and the average worker or the lowest-paid employee and in other companies the pay is a lot closer?" she said. Haynes, who joined the UD faculty in 2011, has found the range of pay within companies an intriguing question, too. At the same time, though, stunning bonuses and other perks were landing in the laps of people at the helm. The recent recession left millions without jobs and many companies sinking into a sea of red. Greed seems all too apparent to many workers. "It's not for us to judge what too much is for anybody else," said Haynes, "but we can see when the outcome of somebody's work is the greater good, and when it is not just greed that is operating in them." But they do add plenty of nuance to the question and point to a mix of motivations that goes beyond raw greed. How much is too much? They don't put a number on that. In their studies, researchers offer plenty of evidence that some leaders are insatiable when it comes to compensation. "What we're trying to do is clean up some of the definitions and make sure we're all talking about the same concepts." ![]() "We tried to look at what we think greed is more objectively," said Haynes, who was recently promoted to associate professor of management in UD's Alfred Lerner College of Business and Economics. They test the assumption that self-interest is a universal trait of CEOs (spoiler alert: it's alive and well), show that too much altruism can harm company performance, reveal the dark, self-destructive tendencies of some entrepreneurs and family-owned businesses and provide a way to measure and correlate greed, arrogance and company performance. Hitt and Matthew Josefy of Texas A&M University and Joanna Tochman Campbell of the University of Cincinnati - have chased such questions for several years, digging into annual reports, comparing credentials with claims and developing useful definitions that could shed more light on the impact of a company's top leader on employees, business partners and investors. ![]() University of Delaware researcher Katalin Takacs Haynes and three collaborators - Michael A. But how do you define greed? Are compassionate CEOs better for business? How do you know if the leader is doing more harm than good? And can anybody rein in the I-Me-Mine type leader anyway? ![]()
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