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The article presents several business-related news briefs. Anger over the executive bonuses given by American International Group (AIG) is growing in the U.S. Treasury Secretary Tim Geithner and President Barack Obama have asked Congress to expand the power of the government in seizing non-bank financial firms. The finances of Goldman Sachs are discussed.

The article presents U.S. business news briefs. The efforts of the U.S. automobile industry to secure government funds in order to avoid bankruptcy are discussed, noting that a bailout for the companies may arrive following the inauguration of President-Elect Barack Obama. The layoff of 53,000 employees by Citigroup is reported. The decision by several banks including Goldman Sachs, UBS, and Deutsche Bank to forgo granting year-end bonuses to their executives is also reported.

This article discusses how the robust economy and tight labor market of the late 1990s have changed the employment scenario in the United States. It is worth noting that the new workforce is shredding the contracts between employers and employees. Employers are giving up rigid wage scales in favor of flexible compensation. Moreover, they are learning to live with high turnover and abolishing seniority-based pay. Many companies are now recognizing the need to keep their employees happy with special bonuses and fringe benefits.

The article reports on the top earning executives in the U.S. during fiscal year 1983. As a result to the strong economic recovery, most executives received salary and bonus increases that more than made up for the modest raises or pay cuts that many took in the recession of 1982. This article presents a list of the names of the 25 highest-paid executives. The companies whose executives made the list reflect how broadly based the recovery was. INSET: A STOCK OPTION PLAN THAT TURNED INTO 'A HORRIBLE VISE'.

The article reports on the results of "Business Week" magazine's Annual Survey of Executive Compensation for 1977, with focus on executives' use of their stock appreciation rights. According to the survey, total direct pay rose at an average rate of 12.4 percent in 1977, while executive pay at companies that reported increased profits increased by 26.6 percent, and executive pay declined by 23.9 percent at firms with profit declines. Charts showing the executive pays and bonus at various companies from 1976 to 1977 are presented.

The article presents the "Business Week" Survey of Executive Compensation in the U.S. According to Frederick A. Teague, vice-president of Booz Allen, once earnings reach the threshold of good performance, bonuses increase rapidly to the maximum. Results show that executive salaries increased an average 14.7% in 1976 and bonuses increased 67.1% with a total of 27.2%. Moreover, several charts are presented depicting the highest paid executives in 1976, along with their companies' profits and loss.

The article focuses on the problems faced during the relocations of the employees. It reports on many larger companies paying for the moving costs and buying houses for the relocated employees. It also suggest employees to opt for a first year bonus in the new location and for higher salary and bonuses for places having higher cost of living.

The article presented a survey of executive compensation in the U.S. for 1975 prepared by the journal with the assistance of Peat, Marwick, Mitchell & Co. Salaries of executives in the country increased 8.1% but bonuses fell 3.5%. Total pay grew 8.3% but is distorted by the pounding taken by the executives at the automobile industry who lost their bonuses. Nevertheless, many firms still granted generous options despite the slump of stock market in 1974.

The article discusses the results of "Business Week" magazine's Annual Survey of Executive Compensation conducted in the U.S. in 1973. The survey found that the total compensation of managers increased by 13.3% in 1973 compared to the previous year, with bonuses accounting for much of the gain. Harvard economics professor John T. Dunlop believes that executive salaries should be tied to productivity.

A list of the top chief executives in the U.S. based on their compensation in 1986. The executives are categorized based on their industry, including aerospace, airlines, appliances, banks and bank holding companies, beverages, building materials, chemicals, conglomerates, containers and packaging, and drugs.

The article looks into the average compensation that an executive receives in the U.S. Due to the strong economy of the country, several companies enjoy profitability, and that the top executives' salaries and bonuses have been augmented. The executives whose compensation passed $ 1 million include T. Boone Pickens, Jr. of Mesa Petroleum Co., Chrysler chairman Lee A. Iacocca and General Dynamics Corp. chairman David S. Lewis. A list of 25 highest paid executives is also presented.

The article focuses on the increasing executive compensation which reflects the good economic performance in the U.S. in 1984. The increase in the salaries and bonuses of the top managers was seen in the preliminary surveys of the nation's corporate leaders. It also highlights the names included in the list of the 25 highest-paid executives.

The article focuses on the pay increases of executives in 1955. It states that in 1955, highs in executive pay's general level were signaled, including bonuses and salaries. It mentions the companies which, for the first time, have paid their top officers over 200,000 dollars, which include General Foods Corp., International Harvester, and Monsanto Chemical. Meanwhile, Albert Bradley, Harlow H. Curtice, and Eugene G. Grace are the three executives who made for more than 700,000 dollars in 1955.

The article offers information on a survey indicating an increase in salaries, including bonuses and incentive payments in the U.S. It states that salaries increased by 7% and 15% rise in corporate profits, and the over-all compensation including bonuses, incentive payments and profit sharing increased by 9.3% in 1971. Several charts are also presented depicting the salary of various companies in 1971, 1970, and other payments.

The article reports on the proposed rule of limiting compensation based executive bonuses and profits that would discourage them from giving their maximum efforts. The proposal is stated to be in response of the 1968 instance when General Motors Corp. awarded 63 directors and officers a bonus of totaling 9.9 million dollars. It discusses other forms of compensation like stock options, deferred cash, and equities or mutual funds.

The article presents an annual roundup of U.S. executive pay by "Business Week" in 1963. Basic salaries were boosted by nearly 60 percent of the companies surveyed by the periodical at an average rate of roughly 15 percent. Automobile companies awarded top managers with high salary increases and high bonuses. They were followed by international oil, communications, and electrical equipment companies. A little change from 1962 to 1963 in the executive pay pattern is noted.

The article reports that state and municipal flotations worth an estimated 1.2 billion U.S. dollars have been launched in the country so far in 1947. It states that municipal bond offerings are likely to rise to as high as seven billion U.S. dollars in the coming few years. It cites that initial fears over the impact of the big amount of bonds failed to materialize, with the flotations only causing temporary and minor price unsettlement. It adds that a big part of the bonds represent state issues meant to finance veterans' bonuses.

The article explores the prospect of huge U.S. state spending and the demands confronted by state treasurers. State's finance officers confront such demands as bonuses for veterans, housing, road construction, and increasing costs. The author believes the states can handle these demands for some time without raising current tax rates, or setting new levies. However, since most states are geared to the rate of business activity, state finances are more volatile compared with those of the average city.

Focuses on the way that companies are cutting back their budgets during an economic downturn in the United States, and the idea that they may reduce the pay packages of employees. Salaries and benefits at companies such as IBM, Ford Motor Co., Texas Instruments Inc., and Gap Inc.; View that payroll fluidity gives corporations ways other than layoffs to deal with a turbulent global market; Topic of salaries which have been frozen and diminished bonuses.

The article deals with the shortage of employees in the U.S. labor market in 2000. With the economic boom pushing the national unemployment rate down to 3.9 percent in April 2000--the lowest peacetime rate since 1957--mattress makers and mortgage bankers alike find themselves competing for workers like never before. The shortage is taking a steep toll on employers: In the first quarter, wages rose at an annualized 4.2 percent rate, the fastest pace in two years. In Minneapolis, Minnesota, some law firms are dangling wardrobe allowances and concierge service to law-school graduates. And signing bonuses are quickly becoming de rigueur: According to the National Association of Colleges and Employers, 56 percent of companies recruiting on campus now offer signing bonuses to some new hires. In New York, publisher Random House Inc. is raising the pay of all entry-level jobs by 20 percent, to $30,000, effective this July 2000. So far, many employers maintain that they have been able to fork over higher pay without damaging their bottom line.

The article provides insights for U.S. companies on adopting and implementing a long-term strategy in the 1980s. It asserts that management will be required to focus on production values as its primary concern in the new social consensus that aims to address the industrial decline. Booz Allen & Hamilton Inc. vice-president Donald G. Carlson suggests leveraging bonuses to ensure that companies do not reward the status quo. Also suggested is the separation of funding for basic research.

Several letters to the editor are presented in response to articles in previous issues including "Jobs for a Phantom Fleet" in the May 30, 1977 issue, "A Year For Stock Options and Big Bonuses" in the May 23, 1977 issue, and "Closer to Creating a Consumer Agency" in the June 6, 1977 issue.

The article discusses the deferred compensation system, where benefits are set aside or cash earnings in one year are paid out in the future, in the U.S. The system, developed since World War II, includes deferred pay contracts, deferred profit-sharing bonuses, and pensions. A study will be conducted on deferred compensation, to be reported to Congress and used as guide for tax legislation. Legislation by Congress is necessary for the Internal Revenue Code to include deferred pay policy.

Several letters to the editor are presented in response to previously published issues and articles, including "Quiet New Comer: The All-Purpose Utility Car," in the November 1952 issue, "Making More Medicine Cheaper for More People," and the issue of bonus for employees.

The article focuses on the movement of Ute Indians toward the higher-income bracket, wherein, members of the tribe receive oil bonuses netting every Ute 200 dollars. It says that Utes use their money on long-term projects to enhance their standard of living and to improve their lands and make themselves independent. It adds that they buy things they considered necessities and put their money into a tribal fund deposited with the U.S. Treasury that is administered by the Tribal Business Council.

The article offers information on the problems caused due to the increase in the price of executive talent in U.S. and suggestions for setting it correctly. A chart is presented that lists the pay scale of top executives from various industries including coal and cigarettes. It mentions solutions adopted by various industries to keep their executives happy including salary increase, bonuses and cost-of-living raises. It also mentions the highest paying industries which includes iron and steel.

The article discusses the trends in incentive compensation for executives in the U.S. The management of various companies consider to switch the emphasis on incentive compensation back from compensation to incentive as they are looking to increase their profits. Various types of bonus plans are spreading as a means of extra compensation to executives. Businesses consider to increase compensation of executives provided that they can produce the profit desired by the company.

The article presents information on several decisions that are pending on outstanding labor issues affecting war production in Ottawa, Ontario. The railroad unions are demanding application of the cost-of-living-bonus system to transportation workers under Order-in-Council 7440. Ottawa's National Labor Supply Council has refused to endorse proposals for tightening labor control in war industries.

The article ponders on the decision made by R.H. Macy & Co. to end its bonus-incentive system for consumers in 1950. The company began to study the feasibility of such system in 1940 by taking into consideration the contribution to profit of each department. The article also mentions the plan of Macy's to apply a straight salary system.

The article discusses how management can handle cost-of-living bonuses and wage adjustments at a company. It is stated that bonuses agreed upon between management and employees do not change basic wage structure if the employer makes it clear that the employees are being given bonus to balance the wages and living costs, and will be discontinued if there are changes in economic conditions.

The article discusses the petition from the United Packinghouse Workers of America under the Congress of Industrial Organizations (C. I. O.) on granting a guaranteed annual salary during the re-negotiation of their contracts. Additional demands are provided including increased in hourly minimum wage, removal of difference in wage brackets and a bonus to compensate the increased living costs. The government is also expected to mediate should a disagreement arises.

The article reports on the issues concerning the bonus payments to war veterans in the U.S. It states that veterans of World War I were issued with the three percent Adjusted Service Bonds of 1945 which have matured and ceased the interest on June 15, 1945. It mentions that the cost for the bonus payments amounted to nearly 27 billion dollars.

This article discusses changing attitudes of corporate executive officers (CEO) toward pay increases and bonuses. Many CEOs have begun to turn pay increases and bonuses into positive statements by investing extra money back into their companies or by creating bonus pools for their employees. These changes could stem from tighter restrictions on pay disclosure by the U.S. Securities & Exchange Commission, as well as the increasing independence of corporate boards of directors.

This article looks at the use of a simple one-question survey to track customer satisfaction. Peter McCabe of General Electric Co. tried the survey which asks the consumer to rate on a scale of 1-10 whether or not they would recommend a particular company to a friend. The relationship between the promoters and detractors of the company to revenue growth is very close. McCabe also tied manager's bonuses to the new surveys which result in net promoter scores. INSET: Lessons In Customer Loyalty.

Discusses how boards are reducing executive salaries and tying them more to performance. Factors leading to decreases in pay; Displeasure of shareholders over executive pay; Examples of executives who are experiencing reforms in pay conditions.

Reports on salaries and compensation for executives. Why many will not receive raises or bonuses, and some will suffer pay cuts; Effect of poor stock performance on executive salaries; Underwater stock options; Delay of pay raises across the board by some corporations.

The article reports on the changes in companies' executive compensation plan which involves linking bonuses to the long-term stock price. Sears Roebuck and Co.'s shareholder value plan has prompted executives to divest its retail operations in Venezuela and other countries. Experts believe that compensation plans that tie executive pay to performance measures create shareholder value in the form of higher stock prices and bigger dividends.

The article focuses on Prime Computer Inc. which manufactures minicomputers and reported a 25 percent fall in the first quarter net-income in 1983. Some of the problems faced by Joe M. Henson, president of the company includes slower sales growth and increased competition. Some of his policies blamed for such decline include changes in the commission structure of its sales force, reduction in the number of mangers eligible for bonuses and its acquisition of Compeda Ltd.

This article deals with the contributions of Gordon M. Bethune, chief executive of Continental Airlines Inc., to the company. Bethune recalls a day in January 1995, when Continental was so strapped for cash that it asked Boeing Co. to wire-transfer nearly $30 million in aircraft deposits that Boeing had agreed to return. For Bethune, Continental's altitude is sweet vindication. Bethune was known as a good operator but was considered weaker on strategy and finance, and he had been with Continental less than a year. But Bethune would not do the job without the title, and Continental was too troubled to endure a search for a chief executive officer. Bethune got the job. What Bethune has brought to Continental is a single-minded focus on improving operations. Known for his broad grin and frequent profanity, Bethune has brought a new flavor to employee relations. He enjoys rubbing shoulders with workers. To inspire workers, Bethune instituted a monthly bonus for placing in the top five in on-time rankings.

The article discusses the case against the commission structure of Biddle Purchasing Co. sells services for manufacturers ad price reporting services for customers. It provides conjectures on the case such as the issuance of a U.S. Federal Trade Commission (FTC) order compelling Biddle to cease and desist from accepting and diverting brokerage commissions. An overview of Biddle's operations and commission structure is given. Also discussed is the exception in favor of services rendered.

The article discusses results of an executive salary survey by the Harvard School of Business which showed that, between 1929 and 1933, total compensation paid decline 28 percent in chain stores as against 12 percent for department stores. The study methodology is described. Executive compensations dropped gradually in 1931 and 1932 compared with the total payroll of retail stores. Only 23.7 percent of executives received bonuses in addition to salaries in 1932.

This section offers business-related news briefs. Harley L. Clarke has resigned as president of Utilities Power & Light Corp. (UP&L) after filing a lawsuit against Floyd B. Odlum, president of Atlas Corp., in an attempt to get a court order to extend his option to repurchase debentures and stock in the company. Switzerland has reduced its discount rate from 2 percent to 1.5 percent and decided not to buy all the gold offered to its central bank. Directors of Corn Exchange Bank Trust Co. have authorized a Christmas bonus.

The article discusses the implications for the U.S. business sector of the move by several companies to share profits of recovery with its workers by means of wage and salary increases and bonuses in December 1937. General Motors will give salary workers upward adjustments and expand the company's bonus plan while Chrysler has set aside funds for extra compensation for distribution. The Bell telephone system companies and Socony-Vacuum Corp. will both continue their retirement plan. Unions will reportedly continue to demand protection from labor devices.

The article focuses on the benefits pose by bonus for World War I veterans to the U.S. economy in 1936. The money will be used by veterans to buy goods and pay loans that could increase the sales of retailers which in return will use the money to pay their employees. In New York, a law was passed that makes real property bought using proceeds from pension, insurance or bonus given by the government exempted from tax. Others will use the money to buy automobiles, home appliances and renovate their homes.

The article features U.S. automobile accessories maker Stewart-Warner Corp. as new management cleans up the organization in 1934. It details the remedies the present management has taken after gaining control at a stockholders' meeting in June 1933. Remedies mentioned include suing its ousted officials for over a million U.S. dollars allegedly for giving themselves excess bonus and salaries. It talks about stockholders' allegations of bad decisions and little effort made by the previous management to improve operations and go into new products.

The article discusses the decision of the automobile industry to cut its code workweek from 40 hours to 36 hours. The National Automobile Chamber of Commerce (NACC) claims that this move will win employee and public support to eliminate issues resulting from the efforts of the American Federation of Labor (AFR) to unionize the Michigan plants. Other concessions are reportedly being settled by manufacturers including simplification of the group bonus system.

The article offers information on the bonus plans for salaried employees, offered by the Hewitt-Robins Inc. in Stamford, Connecticut. It states that the company's human-resource (H-R) system has proposed to add rewards for group efforts to the standard payoffs for individual performance. It mentions the method for calculation of bonus which includes deducing the cost of material, services, and labor from its sales receipts.

The article focuses on various schemes adopted by companies to make salary-basis employment attractive to keep their valuable executives. It states that various deals including deferred bonus payments, profit-sharing trusts, and stock options has been invented. It says that the executive is required to hold his stocks for five years before selling it under the restricted stocks, which is the most popular among the schemes. Moreover, group insurance is the cheapest deal than individual policy.

The article discusses an incentive plan for workers developed by U.S. automatic controls maker General Controls Co. The plan covers factory workers and employees dealing with repetitive office jobs as well as nonproduction employees. The plantwide bonus scheme for direct production workers is designed to address inequities in job rates, to reward indirect labor and to bridge periods of low efficiency. The three categories of seniority created under the incentive plan are explained.

The article offers political and economic updates in Washington for December 1951. The argument regarding the shortage in production of guns in the U.S. is noted and how U.S. President Dwight Eisenhower pushes its continuous manufacture ahead of other civilian products. There has been a shortage in aluminum. Also mentioned are the rulings on bonuses to employees and the planned trading of U.S. steel for imported metals.