上市公司高级管理层报酬业绩敏感度与风险之间关系的实证检验

本文以中国上市公司2002-2004年度的高管人员报酬数据为基础,对高管人员的报酬业绩敏感度与风险之间的关系进行了实证分析。结果表明,中国上市公司高管人员的报酬与公司绩效、股东财富存在正相关关系,其报酬业绩敏感度与风险之间如经典代理理论所预测的那样存在负相关关系,但显著性较弱。进一步分析发现,对于那些增长机会很小或没有增长机会的公司,报酬业绩敏感度与风险存在负相关关系,而对于那些增长机会大的公司,报酬业绩敏感度与风险之间存在正相关关系,这在一定程度上拓展了经典代理理论的预测。     

女性高管参与企业管理会影响上市公司的盈余管理决策吗?北大核心

基于厌恶风险和缺乏过度自信的内在特质,女性高管的企业管理行为与男性相比更加保守和谨慎。作为企业管理的一部分,女性高管在盈余管理方面也会体现其内在特质,偏爱选择低风险的真实活动盈余管理。本文选取2009—2013年沪深两市的面板数据,采用普通最小二乘法,对上市公司女性高管人数占高管总人数的比重与管理层进行真实活动盈余管理程度占总盈余管理程度的比重之间的相关性进行了多元回归检验。结果发现,上市公司女性高管参与企业管理的程度与管理层对真实活动盈余管理的偏好度呈显著的正相关关系。因此,本文建议上市公司适当增加女性高管在高级管理团队中的比重,以避免冒险的盈余管理决策损害财务报表的公允性。     

高管薪酬:激励还是自利?——来自中国上市公司的证据

近年来中国上市公司的高管薪酬增长迅速并引起社会的广泛关注。本文收集了2004-2008年中国上市公司前三名高管的薪酬水平,考察高管薪酬与公司绩效、高管控制权、政府管制及代理成本之间的关系。研究发现:(1)高管薪酬仅与ROA显著正相关,但与资产获现率(经营净现金/总资产)及股票收益率没有显著的正相关关系。(2)高管的薪酬水平随着其控制权的增加而显著提高。(3)对比国有公司,非国有公司的高管更容易利用其控制权来提高自身的薪酬水平。(4)高管高薪并未有效降低公司的代理成本,反而提高了代理成本。本文的研究结果证实了我国上市公司的高管在其薪酬制定中存在明显的自利行为,且这种自利行为降低或者消除了薪酬的激励作用。     

中国情境下的高管报酬研究——兼评《高管层内部的级差报酬研究》

一、中国高管报酬研究的约束条件虽然西方学术界对管理者报酬问题研究颇多,但该话题在中国学术界并非热点,究其原因,可能有如下两方面:一是数据的可获得性问题。毕竟迟至1998年,才有部分中国A股上市公司披露高管报酬数据,而且,这些数据的完整性和可靠性仍值得商榷,一个直接的证据,是陈震和张鸣的这篇论文《高管层内部的级差报酬研究》(以下简称陈文)发现,山东基建(600350)和西藏圣地(600749)披露的非核心高管人员报酬     

高管薪酬与公司业绩关系实证研究——基于我国中小企业板的实证研究

本文以583家中小企业板上市公司2007-2010年间的数据为样本,讨论并检验了高管薪酬与公司业绩之间的相关性。研究结果表明:无论最终控制人是国有法人还是非国有法人,中国中小企业上市公司的高管薪酬与公司业绩、公司规模之间都存在着显著的正相关关系;无论是国有控股还是非国有控股,高管持股比例均与高管薪酬显著正相关;在国有股控股的中小企业中,高管薪酬与股权集中度正相关,在非国有股控股的中小企业中,高管薪酬与股权集中度负相关;在国有控股的中小企业板上市公司中,公司的成长性与高管薪酬同步变化,而非国有控股的中小企业板上市公司的成长性与高管薪酬负相关。     

过度自信、风险厌恶与我国上市公司经理薪酬激励

经理风险厌恶会增加股东使用业绩薪酬激励的成本,然而通过对我国上市公司高管的经验研究发现,如果经理过度自信,则会减弱风险厌恶带来的负面影响,表现为其薪酬中的报酬业绩敏感度更高,且其与风险之间的负相关关系减弱。同时研究还发现,非系统风险所占总风险比重较大的公司,相比系统风险所占比重较大的公司,会给予过度自信的高管更高的报酬业绩敏感度,这意味着高管的过度自信主要源于其对公司非系统风险认知的偏差。     

上市公司高管薪酬水平影响因素实证研究

一般认为,上市公司高管薪酬水平会受到公司规模、公司业绩、治理结构、股权结构、行业、地区等因素的影响。本文以2001—2006年广西上市公司为研究样本,先采用因子分析法提取主因子,再通过多元回归模型检验主因子与高管薪酬水平的相关关系,通过广西上市公司6年数据的检验,结果发现:广西上市公司高管薪酬水平与公司规模、公司业绩、高管对公司的关注度成正相关关系,与高管规模、公司风险和两职合一无显著相关关系。     

高管变更、审计师忙碌程度与审计费用

本文以2005-2021年我国沪深A股上市公司数据为样本，探讨高管变更对审计费用的影响。实证结果表明，发生高管变更的上市公司，其审计费用更高，由忙碌程度高的审计师进行审计会进一步加强这一效应。进一步研究发现，上市公司发生高管变更会导致战略调整程度和审计投入的增加而使得审计费用增加；异质性检验表明，在公司规模较大的样本中，高管变更对审计费用的影响更为显著。研究结果为上市公司、审计师和相关部门关于公司高管变更审计与监管提供了决策参考。     

上市公司高管变更与公司违约风险关系研究:来自房地产上市公司的证据

以2006～2010年沪深两市A股房地产上市公司的年度数据和公司治理数据为样本,采用KMV模型,运用多元随机平衡面板回归分析方法对中国上市公司高管变更与公司违约风险的关系进行实证研究。实证研究结果表明,高管变更与公司违约风险显著正相关,公司高管变更后能够显著降低公司的违约风险。这为高管变更与公司违约风险、高管变更与经营业绩之间的关系提供了新的证据,丰富了高管变更研究的新领域,即高管变更与公司违约风险之间的关系研究。     

央企上市公司高管薪酬与分红、经营业绩的研究

文章基于央企上市公司高管薪酬改革的视角,选取2010~2014年我国央企上市公司及其控股子公司的数据,对高管薪酬与分红、经营业绩之间的关系进行实证研究。研究结果发现,央企上市公司的分红、高管持股比例以及企业规模对高管薪酬有正相关关系,其中企业分红对高管薪酬有着显著的正相关关系,经营业绩也在一定程度上影响着高管薪酬,对其有不显著的正相关关系。     

What Public Companies Can Learn from Private Equity Pay Plans

Studies of private equity pay, including one by current SEC commissioner Robert Jackson, have pointed to restrictions on equity sales as a key difference between private equity and public company pay. In this article, the author argues that there is another very important difference: equity compensation in PE pay plans is typically front loaded, with top executives of portfolio companies often required to buy shares, and receiving upfront option grants on three times the number of shares they purchase. Such front‐loaded equity compensation allows PE pay plans to avoid the unintended effects of the “competitive pay policy” that have been embraced by public companies for the past 50 years. Competitive pay—targeted, for example, to provide 50th percentile total compensation regardless of past performance—has the effect of creating a systematic “performance penalty,” rewarding poor performance with more shares and penalizing superior performance with fewer shares. The author's research shows that, for public companies during the past decade or so, the number of shares granted has fallen by 7% for each 10% increase in share prices—and that, primarily for this reason, the front loaded option grants used by PE firms have provided five times more incentive (“pay leverage”) than the average public company's annual series of equity grants. What's more, to the extent that PE pay has been guided by partnership and fixed‐sharing concepts rather than competitive pay, it is the spiritual heir to the value‐sharing concepts that guided public company pay in the first half of the 20th century. For 60 years, General Motors used value sharing in “economic profit”—10% of GM's profit above a 7% return on capital was the formula for the bonus pool for many years—as the basis for all incentive compensation. The author uses the GM history to highlight four ways to improve public company incentives and corporate governance.     

小额贷款公司运营策略分析

近年来小额贷款公司在全国迅速发展,对完善金融服务体系、规范民间资本发展、推动地方经济发展发挥了积极作用。与此同时,小额贷款公司试点阶段也存在利率风险、信用风险等对地方金融业的潜在冲击。本文在概括小额贷款公司发展现状的基础上,将小贷公司与商业银行的优劣势进行对比分析,得出小额贷款公司运营策略是一种不对称竞争,不对称竞争存在着不可避免的风险漏洞,必须由相应的监督管理力量对小贷公司的风险进行防范和制约,并提出防范小贷公司运营风险的策略选择和对策建议,以期为小贷公司的健康、有序、可持续发展提供一些借鉴。     

Pay me a single figure! Assessing the impact of single figure regulation on CEO pay

In this paper, we examine the relation between quantitative disclosure of CEO pay and the optimality of pay structure in terms of 1) level of pay, 2) pay-performance relationship, and 3) CEO-to-employee pay ratio. We use the new reporting regulation in 2013, requiring large and medium-sized companies and groups in the UK to report a single figure of total pay, as an exogenous shock to pay disclosure. Our results are based on a hand-collected sample of FTSE 100 firms over the period of 2010–2017. The main findings are threefold: Firstly, we find that CEO total pay stays roughly the same before and after the new regulation. In addition, firms that voluntarily adopt the regulation early have higher pay increases than their counterparts that do not adopt early in univariate tests. Secondly, pay-performance sensitivity actually declines after the new regulation by more than 50%. This effect is particularly evident in firms with weak corporate governance. Thirdly, the effect of the reform on the CEO-to-employee pay ratio is minimal, whereby it declined slightly following the reform, but this is only significant in univariate tests. Our results suggest that the 2013 regulation which increases the reporting transparency has limited impact on total pay and pay-performance in the UK.     

Three Versions of Perfect Pay for Performance (Or The Rebirth of Partnership Concepts in Executive Pay)

During the 19th century and the first half of the 20th, the compensation of non‐founder managers of U.S. public companies was guided by partnership concepts. Andrew Carnegie made his senior staff coowners by selling them stock at book value. And Alfred Sloan gave the senior staff of General Motors a fixed percentage of the company's “economic profit.” But in the years since World War II, such partnership concepts have largely disappeared from executive pay. The current view of executive pay is guided by the concepts of “competitive pay” and pay components. But unlike the partnership models of the past, today's “human resources model” of executive pay fails to provide useful guidance to companies on how to achieve a consistent relationship between pay and corporate performance, as reflected in returns to shareholders. As the author argues, the model's insistence on providing “competitive pay” packages that are (1) based on size (that is, on revenue not profitability) and (2) “recalibrated” every year regardless of past performance has the effect of undermining management's incentives by rewarding poor past value performance with increases (instead of reductions) in sharing percentage, and penalizing superior value performance with reductions (instead of increases) in sharing percentage. In recent years, however, three different model pay plans have been proposed that provide both competitive pay and fixed pay leverage in relation to shareholder value. The author is the source of one of the three “perfect” pay plans. The other two are (1) the Dynamic Incentive Account proposed by Alex Edmans of London Business School and Xavier Gabaix of NYU and (2) the investment manager fee structure developed and used by Don Raymond, the chief investment strategist of the Canada Pension Plan. The author shows that cumulative pay under all three plans can be expressed as a function of cumulative market compensation (that is, the pay earned by one's peers over the life of the plan, thus reflecting pay levels for average performance) and cumulative value added (as reflected, say, in the company's TSR relative to the average of its peers' over the life of the plan)—and in the case of plans with equity‐like leverage, cumulative pay is the simple sum of cumulative market compensation and a fixed share of the cumulative value added. The plans reconcile retention and performance objectives more effectively than current practice because they provide competitive pay only for average performance, while using the partnership concept of fixed sharing of the value added to provide strong incentives.     

The old pillars of new retailing

Despite the harsh realities of retailing, the illusion persists that magical tools can help companies overcome the problems of fickle consumers, price-slashing competitors, and mood swings in the economy. Such wishful thinking holds that retailers will thrive if only they communicate better with customers through e-mail, employ hidden cameras to learn how customers make purchase decisions, and analyze scanner data to tailor special offers and manage inventory. But the truth is, there are no quick fixes. In the course of his extensive research on dozens of retailers, Leonard Berry found that the best companies create value for their customers in five interlocking ways. Whether you're running a physical store, a catalog business, an e-commerce site, or a combination of the three, you have to offer your customers superior solutions to their needs, treat them with respect, and connect with them on an emotional level. You also have to set prices fairly and make it easy for people to find what they need, pay for it quickly, and then move on. None of these pillars is new, and each sounds exceedingly simple, but don't be fooled--implementing these axioms in the real world is surprisingly difficult. The author illustrates how some retailers have built successful operations by attending to these commonsense ways of dealing with their customers and how others have failed to do so.     

Corporate governance, compensation consultants, and CEO pay levels

This study investigates the relation between corporate governance and CEO pay levels and the extent to which the higher pay found in firms using compensation consultants is related to governance differences. Using proxy statement disclosures from 2,110 companies, we find that CEO pay is higher in firms with weaker governance and that firms with weaker governance are more likely to use compensation consultants. CEO pay remains higher in clients of consulting firms even after controlling for economic determinants of compensation. However, when consultant users and non-users are matched on both economic and governance characteristics, differences in pay levels are not statistically significant, indicating that governance differences explain much of the higher pay in clients of compensation consultants. We find no support for claims that CEO pay is higher in potentially “conflicted” consultants that also offer additional non-compensation-related services.     

ALIGNMENT EXPOSED: HOW CEOS ARE PAID, AND WHAT THEIR SHAREHOLDERS GET FOR IT

This article begins by arguing that, for many companies, there is a significant "disconnect" between how managers are paid and what is actually achieved for shareholders. This paper answers two questions of prime importance to investors: Is there a way to know beforehand whether managers' incentives are well aligned with those of its shareholders? And does such alignment actually make a difference in the returns one is likely to see?
In answering the first question, the author argues that cash bonuses and performance-based equity grants (i.e., grants based on managers' meeting accounting-based operating targets) are likely to provide stronger, more cost-effective incentives than grants of stock or options because the former are generally based on measures over which managers have significantly more control than the stock price. Using this insight, the author develops a method for evaluating compensation structures based on the variability of compensation, the number and type of compensation metrics purportedly driving that variability (including the award of performance shares or options), the stability of those metrics over time, and the apparent level of discretion in the use of those metrics to either fund or distribute bonuses (including equity). All these elements are disclosed to varying degrees in the proxy statements or annual reports of companies.
Using his compensation scores for 140 companies and their return history over the last eight years, the author concludes that "high alignment" companies outperform their "low alignment" peers by more than 5% per year in total shareholder returns. Furthermore, increases in alignment scores by individual companies over time tend to lead to higher total shareholder returns, and degradation of scores lead to lower returns. In short, observable improvements in compensation structure appear to pay off in the form of significant abnormal returns.     

上市公司数量与非上市公司创新

本文研究了上市公司数量增加对非上市公司创新的影响。研究发现,上市公司数量增加能够促进相关非上市公司创新。机制分析发现,上市公司数量对非上市公司创新的促进作用在融资约束程度相对严重的非上市公司中更明显,上市公司创新活动、分析师关注和高质量审计能够强化上述促进作用,表明上市公司能通过缓解融资约束,增加知识传播和信息披露,进而促进非上市公司创新。进一步研究发现,更多的地区劳动力供给、较高的地区市场化程度和金融市场化程度也能够强化上市公司数量增加对非上市公司创新的促进作用。本文深化了股票市场发展溢出效应方面的研究。     

Institutional investment and the changing role of public equity markets: International evidence

Using country-level data, we study the relation between institutionalization of capital and various measures of reliance on public equity markets. For developed and developing countries, assets under institutional management (mutual funds, pension funds, and insurance companies) are negatively related to the number of listed companies, market capitalization, and trading volume. The negative relationships are estimated on the margin, as other factors such as GDP have countervailing positive partial effects and are generally stronger for more highly developed countries. Results indicate that as direct ownership of equity by retail investors is displaced by investing through institutions, financial systems become less public-market-centric.     

Managerial power theory, tournament theory, and executive pay in China

In this paper, we test two models of executive pay that have not received much attention in research on Chinese listed companies: managerial power theory and tournament theory. We find that structural power (executive share ownership) and prestige power (executive education) are significantly positively related to executive remuneration, and political power (Executive/Party Secretary duality) positively and weakly related to executive remuneration. We also find that executive directors' organization level (as reflected in executive pay level for each of the three highest paid executives) is positively related to executive remuneration and the relationship is convex, and negatively related to the interaction between executive directors' organization level and government ownership. Tournament prize (executive pay) is not related to the number of contestants in the tournament and is negatively related to the interaction term between number of contestants and government ownership. Finally, earnings per share (EPS) as a measure of firm performance is positively related to the pay gap between contestants and negatively related to the interaction term between pay gap and government ownership. We explore the implications of these findings for reforming corporate governance in China.