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Case
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Reference no. 9-902-132
Prize winner
Published by:
Harvard Business Publishing (2002)
Version:
3 August 2004
Length:
26 pages
Data source:
Field research
Abstract:
This case describes the compensation and performance evaluations at an investment management company. The senior management team of Massachusetts Financial Services (MFS) Investment Management was contemplating an introduction of hedge funds at the firm, but many believed that typical hedge fund manager pay (20% of the upside) would harm the MFS culture, which glorified ‘star performance but not star egos.’ The case presents the MFS compensation philosophy and plan (including the plan's emphasis on subjective compensation), the types of people it attracted, the resulting culture, and how the senior management team approached the hedge funds question. It includes side discussion on firm-specific human capital.
Settings:
Massachusetts, 2001, 2,800 employees
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