Executive Incentive; C. Greenewalt

Without minimizing in the slightest the important con tributions to our national economy made by the farmers, the professions, the service trades, the fact is that our standard of living is firmly anchored to our industrial development. Industry, if it is to keep abreast of its responsibilities to the nation, must have a great number of first-class minds at its disposal. It must compete for them with all other phases of our society, for there are never enough to go around. The fields of government, education, the military, the arts, the professions-all are seeking to per suade able young men to cast their lot with them. Each has its own type of incentive to offer, and the demand for talent always exceeds the supply. The question of incentive is essential, whether we are Mr. Greenewalt is President of E. I. du Pont de Nemours & Com pany. This is an excerpt from his statement of November 9, 1955, to the SubCommittee on Tax Policy of the Joint Committee on the Economic Report.

[222 ] speaking of business getting its share of the talent crop or of encouraging the exercise of that talent once it is enlisted. It is perhaps unfortunate that human beings should require lures of any kind as the price of initiative, but I am afraid we have not yet reached that state of grace in which people will surely do their best without external motivation. People being people, they will for the most part respond with their highest ambitions only when there is some stimulus or some satisfaction associ ated with success. Adequate incentives, of course, differ with different people. Some are attracted most strongly by the promise of prestige. Some are more interested in leisure time, to follow scholarly pursuits or perhaps simply to medi tate upon the ills of the world. To some people, public notice or outward signs of rank and importance are allur ing goals. Some seek power. For most, however, the strongest and probably the most desirable incentive is financial reward. Furthermore, financial reward is not only an incentive in itself, it is the only Huid medium that can be used to balance the attractions of the more intan gible compensations such as prestige, power, or public notice.

Money Is Taxable There is another aspect of the monetary incentive that seems to me worthy of comment. It is the only reward that can be cut down on a basis of fixed percentages. We do not, for. example, withhold 91 per cent of an [223] Oscar going to the best moving picture actress of the year. The winner of a Nobel Prize does not have to give the government a certain percentage of the prestige accruing to him. A brilliant violinist does not have to share his applause with the Collector of Internal Reve nue. These illustrations may seem facetious, yet they are based on a serious foundation; for we do in fact make the recipient of monetary rewards, and him alone, give up significant percentages in taxes. We are, that is, penal izing only one manifestation of success; and this seems tome, frankly, not only unfair but, for the future, a dangerous practice. Taxation Destroys Incentive I am certain that the effectiveness of the money incen tive is being eroded by the tax rates that prevail in the upper brackets today. While many companies are experi menting with nonmonetary incentives, basically industry must rely upon the coin of compensation most suitable to its character. I am afraid the raw truth is that, in the long run, we shall begin to lose out and our proportion of the available candidates will fall unless some relief can be obtained.

I am necessarily talking in the future tense because it is quite clear that the point of concern is not the execu tive of today, nor even of the immediate future. I doubt that high personal taxation has had substantial effect upon the performance of present-day management. By the time a man has reached a position of ·eminence within [224 ] his organization, he is influenced importantly by his sense of loyalty, his sense of obligation, ora preoccupy ing interest in his work. But in business, as elsewhere, it is important for us to induce as many of our younger men as possible to set their sights on the job ahead and to broaden their shoulders for responsibilities to come. If we are to do so, the game must be worth the candle. And some of my associates have already noted that there are signs among the younger men that promotion is a little less attractive than it used to be. How this trend may be expected to show up, in specific terms, is hard to say-my own guess is that it will take the form of slow attrition, beginning with borderline cases. Where we now have ten who want to try for the jobs of major importance, we may have nine tomorrow-one candidate deciding that since it is worth considerably less after taxes, it isn't worth the extra effort. So we have nine, and the next year we may have eight, and management will be the poorer for the loss.