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The annual reports of commercial corporations increasingly contain details of share option schemes. You are required: (a) To discuss whether share option schemes for either directors or...

      

The annual reports of commercial corporations increasingly contain details of share option schemes.
You are required:
(a) To discuss whether share option schemes for either directors or employees generally, can benefit the
interest of the shareholders in the company;
( b) Contrast share option schemes with other schemes for relating managers' rewards to the financial
performance of the company;
(c) Describe the treatment of share option schemes in calculations of earnings per share.

  

Answers


Kavungya
(a) Individuals (and institutions) become shareholders for economic motives (dividends/capital
growth). The ability of a company to meet shareholders? objectives by paying a high
dividend and/or having an increasing share price depends upon the future profitability of the
company. If decision making was in the hands of the shareholders then one would assume that all
decisions would be made in the pursuit of profitability. However, the divorce of ownership and
control has put the responsibility for decision-making in the hands of professional
directors/managers. It follows that decisions made by directors/managers ought to be consistent
with shareholder wealth objectives. However, the directors/managers have considerable scope for
pursuing their own personal objectives which might not be identical with those of the shareholders
ie, there is likely to be a lack of complete goal congruence, and shareholders? objectives
might be subordinated to managerial objectives.
Share option schemes for managers (and other schemes discussed below) are intended to harmonize
managerial and shareholder objectives by giving management the same wealth objectives as the
shareholders. Managerial and shareholder objectives are still unlikely to become perfectly congruent
since managers are likely to have objectives other than wealth maximization to be satisfied through
their employment (e.g. power, status/esteem, control over resources etc) which might not be
perfectly correlated with wealth maximization.
If managers are motivated by wealth objectives then they are likely to take decisions in line with
maximizing the share price at the exercise date and to maintain/increase the price thereafter, in
which case shareholders interests will benefit.
Share option schemes for employees (as opposed to managers with decision making authority) are
introduced for the same reason as those for managers, to improve profitability by working more
efficient/effectively.
For a reward to be effective as a motivator it needs to be of a significant amount and
the recipient needs to associate the reward with the actions which gave rise to it (i.e, efficient
working leading to higher profit). In the case of share option schemes for employees if the number
of shares which the employees could take up is high, and the company is fairly labour
intensive then the shareholders equity could well be diluted. If the number of shares per
employee is small then the scheme is unlikely to act as a motivator.
If the options were to be given every year or twice per year, it would be difficult for the employees to
associate such a reward with their own effort. For any particular employee the amount
of corporate profit will almost entirely be outside his/her control. Managerial decisions, conditions
in resource and profit markets, competitive actions etc. all have a very significant effect upon the
level of profit and are not controllable by employees throughout the year. It is doubtful whether a
share option scheme based on annual profit could motivate an employee to work more efficiently
during any particular day or week his/her effort in any short period would have no
noticeable/measurable affects on the corporate profit for the year. Shorter term bonus schemes
relating to the efforts of individuals or small groups and based on their measurable performance are
more likely to act as motivators.
In summary, share option schemes for managers are likely to benefit shareholders while those for
employees in general are less likely to have much benefit except to the extent that they may influence
employees to take a greater interest in the affairs of the company.

(b) Other schemes can be sub-divided into two sections:
(i) those giving rewards based on overall corporate financial performance;
(ii) those giving rewards based on the financial performance of the sub-unit for which the
individual manager is responsible. (Investment center, profit center, revenue center or cost center.)
The latter type may well be preferable since they relate reward with individual responsibility.
Rewards can be in terms of cash bonuses or equity. Giving financial benefits to managers
based on profits greater than budget or costs (lower than budget) on a periodic basis may well lead
managers to take action to maximize profit or minimize cost in each accounting period. It is doubtful
whether such actions would be consistent with the maximization of shareholder wealth since
managers focus on attention is the short term. Profits can be boosted in the short term by foregoing
expenditures necessary for longer term profitability. If the benefit is in the form of equity then to
harmonize shareholder and management objective some restrictions should be imposed concerning the
sale by management of their equity, otherwise short-termism could be pursued.
Share option schemes can overcome such problems of concentrating on the short term by careful
selection of the exercise date of the options. The exercise date should not be too early because of
short-termism nor too late because this would considerably reduce the motivational force.
Kavungya answered the question on April 22, 2021 at 06:52


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