CEO compensation and performance of state owned enterprises in South Africa.

dc.contributor.author	Ngwenya, Sam
dc.contributor.author	Khumalo, Mahlomolo
dc.date.accessioned	2016-12-19T11:28:26Z
dc.date.available	2016-12-19T11:28:26Z
dc.date.issued	2012
dc.identifier.citation	Ngwenya, S. and Khumalo, M. 2012. CEO compensation and performance of state owned enterprises in South Africa, Corporate Ownership & Control, 10(1): 97-109	en
dc.identifier.issn	1810-3056
dc.identifier.uri	http://hdl.handle.net/10500/21870
dc.description.abstract	The study investigates the relationship between CEO compensation and performance of State Owned Enterprises (SOEs) in South Africa, using data for the period 2009 to 2011. The results indicated that there exist no positive relationship between CEO compensation and SOEs performance as measured by return on assets. The results also indicated a positive relationship between CEO compensation (base salary) and the size of SOEs as measured by total revenue and number of employees. The results suggest that board members of SOEs in South Africa should hold CEOs accountable for the performance of SOEs, and should not pay huge salaries and bonuses to non performing CEOs.	en
dc.language.iso	en	en
dc.subject	CEO Compensation, SOE Performance, Corporate Governance, South Africa	en
dc.title	CEO compensation and performance of state owned enterprises in South Africa.	en
dc.type	Article	en
dc.description.department	Finance, Risk Management and Banking	en