3. In this chapter, we noted that employers who operate deferred-compensation arrangements might have incentives to renege on those arrangements in other ways, such as mischaracterizing the true reason for firing older workers, going out of business, or participating in a leveraged buyout that cuts older workers’ benefits. Referring to Shleifer and Summers’ (1988) discussion of this issue, in your view are existing legal remedies, the company’s economic prospects, and the employer’s concern for its reputation sufficient to deter these opportunistic actions in most circumstances?