pdf - Nyenrode Business Universiteit
pdf - Nyenrode Business Universiteit
pdf - Nyenrode Business Universiteit
Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
2.4. ANALYSES 39<br />
Table 2.8: RPE use (RPE-Use and RPE-based-Targets)<br />
RPE-Use RPE-based-Targets<br />
Frequency Percent Frequency Percent<br />
No extent (1-1.5) 25 7.7% 23 7.1%<br />
Little extent (1.5-2.5) 30 9.2% 19 5.8%<br />
Some extent (2.5-3.5) 88 27.1% 63 19.4%<br />
Great extent (3.5-4.5) 140 43.1% 126 38.8%<br />
Very great extent (4.5-5) 28 8.6% 48 14.8%<br />
Total valid 311 95.7% 279 85.8%<br />
Missing 14 4.3% 46 14.2%<br />
This study is not the first to empirically describe organizational reliance on RPE. Murphy<br />
(2001) and Gong et al. (2011) also explore to what extent organizations in various branches<br />
use RPE, albeit at the executive level. Dekker et al. (2012) study the use of (internal<br />
and external) benchmarking information for target setting at the middle-manager level.<br />
Comparing the descriptive statistics with prior findings suggests that RPE is used more at<br />
the lower echelons than at the executive level. Murphy (2001) and Gong et al. (2011) find<br />
that external-peer-group-based performance targets are frequently used amongst the top<br />
executives of large US corporations. However, the findings of my study indicate that these<br />
targets are used more extensively amongst middle-managers. Dekker et al. (2012) support<br />
the importance of relative targets by showing that they are widely used among middlemanagers,<br />
especially if these targets are used for incentive compensation. Gong et al.<br />
report that approximately 25% of S&P 1500 firms explicitly use RPE in setting executive<br />
compensation. Providing more detailed information, Murphy finds that 6-15% 23 of the<br />
industrials use RPE. For the firms in the financial/insurance industry, RPE is used more<br />
extensively at 46-53% 23 . Within utility firms, 26-17% 23 of the firms set their executives’<br />
targets by using RPE.<br />
Similar to Murphy’s findings, the results of my study show differences across industries.<br />
In my sample, the business units in the financial services industry rely more on RPE for<br />
target setting purposes than the business units in other industries 24 . This corresponds<br />
to Murphy’s findings. Also, RPE use for target setting purposes is lower than average<br />
23The percentages refer to RPE used as the only performance criterion, or as part of a multitude of<br />
performance criteria, respectively.<br />
24An independent sample T-test shows a significant difference in mean levels of RPE-based-Targets for<br />
financial industry respondents, compared to other business units. The means for RPE-based-Targets for<br />
financials and other industries are 3.75 and 3.44, respectively. The difference is statistically significant at<br />
a two-tailed p-value of 0.069 (T=1.829). However, the more general RPE-Use proxy shows no significant<br />
difference across industries.