关于企业高层管理人员激励与企业绩效的探究

企业的高层管理人员在公司中发挥的作用越来越大,而对企业高层人员采取有效的激励政策,使之为公司带来更高绩效,对公司的管理体制至关重要.本文通过对高层管理人员激励制度与企业绩效的实证分析,得出了激励制度对企业绩效存在正相关的结论,并对公司治理提出了一些建议.     

我国上市公司股权激励不同模式效果比较的实证研究

股权激励属于公司治理研究的范围,有着多种不同的模式,其效果也不尽相同.本论文旨在比较各种不同的股权激励模式对公司绩效的影响效果之间的差异,经过实证研究得出股权激励与公司经营绩效呈微弱的正相关但不显著、上市公司采取不同股权激励模式对公司经营业绩的影响效果之间的差异不明显的结论.最后对论文实证分析的结果进行总结比较和解释并有针对性地提出改进建议.     

股权激励能提高企业业绩吗?

本文采用配对法选取数据,运用多元线性回归,研究实施股权激励与未实施股权激励上市公司的业绩成长性之间的差异性与相关性.研究发现我国上市公司实施股权激励的效果明显,实施股权激励的上市公司具有更好的经营绩效.本文的研究将有助于更多的上市公司通过实施股权激励来改善公司的经营业绩.     

高管股权激励动机差异对公司绩效的影响研究

以股权激励动机为视角,研究了两类动机下高管股权激励与公司绩效之间的关系。研究结果表明,两类动机下的高管股权激励与公司绩效之间的关系显著不同:相比于非激励型股权激励与公司业绩呈不显著的负相关关系,激励型高管股权激励却能显著提高公司业绩。     

信息技术行业管理层持股与上市公司绩效的实证分析

在我国的信息技术行业,管理层持股比例对上市公司绩效的影响有待实证分析.本文以2007-2013年间沪深两市信息技术行业21家A股上市公司为样本,取得7年共103个样本数据,通过构建计量模型进行多元线性回归分析,研究国内信息技术行业管理层持股比例与上市公司绩效的关系.实证结果表明,管理层持股和公司绩效正相关,但线性关系不显著.其他的影响因素中,公司规模、公司债务水平与公司绩效存在负相关关系,而公司的主营业务利润增长率与公司绩效有显著的正相关关系.对此,我国政府以及信息技术行业的上市公司应进一步探索完善股权激励制度,充分发挥股权激励对公司绩效的激励效用.     

股权激励与上市公司绩效关系研究的文献综述

如何使企业利润最大化或所有者财富最大化,一直是公司治理中的核心问题。多年来公司治理实践表明,对管理层进行激励是减少代理成本的有效措施。本文总结了国内外股权激励与公司绩效之间关系的研究成果,并做了简短的述评,对我国上市公司进行管理层激励提供了借鉴的基础。     

关于企业高层管理人员激励与企业绩效的探究

企业的高层管理人员在公司中发挥的作用越来越大,而对企业高层人员采取有效的激励政策,使之为公司带来更高绩效,对公司的管理体制至关重要。本文通过对高层管理人员激励制度与企业绩效的实证分析,得出了激励制度对企业绩效存在正相关的结论,并对公司治理提出了一些建议。     

股权激励与公司业绩相关性的实证研究

作为长效机制,股权激励是为了促进公司业绩增长。国内外学者对股权激励与公司业绩之间的关系以及它的实施效果进行了大量相关研究,有学者认为二者之间正相关,也有学者认为二者之间不相关。本文充分利用中国上市公司2005-2009年公布的财务数据,根据其后续进展情况进行分类和分析,通过纵向比较法直观地验证股权激励的实施与企业绩效之间并无明显的关系,再利用因子分析法和相关分析,进一步验证股权激励实施的力度对公司绩效的影响,从而揭示股权激励与公司业绩之间并无明显相关性。     

股权激励对科技型上市公司财务绩效的影响——以中兴通讯为例

作为一种长期激励机制,股权激励可以较好地解决企业股东和高层管理者之间的委托代理问题。同时,股权激励也有助于提高企业财务绩效。本文依据中兴通讯在2006年、2013年实施的股权激励计划,结合两期股权激励计划实施的特点,运用财务指标法,对公司的财务绩效进行分析,分析了股权激励计划实施的效果,并对激励计划下的激励对象、解锁条件和财务指标提出了更好的提高财务绩效的建议。     

管理层激励、产品市场竞争与公司绩效

本文基于2007~2016年我国上市公司的基础样本,实证研究管理层激励、产品市场竞争与公司绩效的关系,结合现有理论及实证结果得出以下结论:第一,管理层激励与公司绩效呈显著的正相关关系。第二,产品市场竞争对管理层激励与公司绩效间的关系有显著的正向调节作用。     

The effect of performance feedback on prior budgetary participative research using survey methodology: An empirical study

Prior research examining the relation between budgetary participation and job performance explicitly or implicitly posits budgetary participation and intervening variables such as role ambiguity, motivation, job satisfaction, and job-relevant information as independent variables; job performance as the dependent variable. However, these studies are often based on correlated data in which the direction of causation is unknown. This paper uses attribution theory to examine whether job performance affects perceptions of budgetary participation and/or intervening variables (e.g. role ambiguity). Using a laboratory experiment and multivariate analysis of variance (MANOVA), the findings of this study show that knowledge of performance, obtained through performance evaluations and/or external cues, affects individuals’ perceptions regarding budgetary participation, job satisfaction, role ambiguity, motivation, and job-relevant information. The results of the study may undermine correlations between self-reported data on individual characteristics (e.g. motivation) and performance data, as well as correlations between self-reported data on organizational variables (e.g. budgetary participation) and performance data. The study provides suggestions how researchers could overcome problems associated with causal directions in future budget participation studies that link self-reported individual and organizational characteristics to job performance.     

Do Managerial Motives Impact Dividend Decisions in REITs?

Conflict of interest between shareholders (principal) and managers (agent) is a potential weakness of the modern corporate form. Various monitoring mechanisms—pay for performance compensation schemes, mix of cash compensation and long term compensation, the independence of the board of directors, the market for takeovers, and capital structure—have been developed to discipline management and motivate them to maximize shareholder wealth. We test the hypothesis that dividend payout levels reflect the quality of and motivation for managerial decision making and are a function of performance and monitoring effectiveness. Consistent with this hypothesis, our analyses indicate that dividend payout, and dividend yield are functions of corporate performance, board structure, CEO tenure, and CEO ownership of company shares.     

舆论监督、政府监管与企业环境信息披露

本文基于政治学的合法性理论,并借助新闻学的议程设置概念,在企业与社会的关系背景下研究企业披露环境信息的动机。本文以我国重污染行业上市公司为研究样本,分析舆论监督和政府监管对企业环境信息披露的作用,以及政府监管对舆论监督作用的影响。研究发现:(1)媒体有关企业环境表现的报道能显著促进企业环境信息披露水平;(2)地方政府对企业环境信息披露的监管能显著提高企业的环境信息披露水平并增强舆论监督的作用。本文的研究发现为认识企业环境信息披露的合法性动机、以及舆论监督和政府监管对企业环境信息披露的影响提供了新的视角和证据,同时也为信息披露的非经济性动机研究做出了文献上的贡献。     

Comparing the information in short sales and put options

Prior work shows that both short sales and put options contain information about future stock prices. In this study, we compare the return predictability in short sales to the return predictability in put options. The motivation for this comparison is based on the theoretical argument that informed traders can choose between short sales and put options when establishing short positions in a particular stocks. Results in this paper suggest that the underperformance of stocks with high short-selling activity is approximately four times larger than the underperformance of stocks with high put-option activity. While stocks that are most likely to face binding short-sale constraints drive the underperformance caused by put-option activity, we still find that short sales are generally more informative about future prices.     

The expectancy–valence theory revisited: Developing an extended model of managerial motivation

This empirical study examines the relationship between managerial perceptions of elements of the performance measurement, evaluation and reward system (PMERS) and motivation. An extended version of the traditional expectancy–valence (E–V) model is developed to conceptualise the process of motivation at the middle management level. Based on this model, the direct effect of and interplay between the value of rewards, the attainability of targets, the accuracy of measures used to gauge achievement, the transparency of the performance–rewards relationship and managerial motivation are examined. Using structural equation modelling (SEM), the perceptions of 200 plus middle managers in a large, successful company in the financial services sector are analysed. The observed data generally provide a good fit with the structural model. The findings indicate that both extrinsic and intrinsic rewards have a significant positive impact on managerial motivation. However, the value of extrinsic rewards is significantly affected by other elements of the PMERS design, namely the accuracy of the performance measures and the transparency of the performance measures–rewards link. This has important implications for the design of extrinsic reward schemes, and the utilisation of alternative motivational drivers potentially present in the middle manager's job environment.     

The effects of nonfinancial and financial measures on employee motivation to participate in target setting

Recent interest in nonfinancial performance measures has raised questions on how such measures influence employee reactions and behaviour. Surprisingly, the question of whether and how nonfinancial measures motivate employees to participate in target setting has remained largely unexplored. Employees can be motivated intrinsically or extrinsically to participate in target setting. Intrinsic motivation to participate in target setting initiates from within the employee and is perceived as an end in itself with the employee as the main beneficiary. In contrast, controlled extrinsic motivation to participate in target setting is controlled by the organization and is perceived as a means to an end with the organization as the main beneficiary. This study investigates the relative importance of nonfinancial measures vis-à-vis financial measures in engendering employee intrinsic and controlled extrinsic motivation to participate and how these two forms of motivation to participate in target setting translate into improved employee job performance. Based on a sample of 149 employees, the Partial Least Squares results indicate that both financial measures and nonfinancial measures are associated with employee intrinsic motivation to participate in target setting. However, only nonfinancial measures are associated with controlled extrinsic motivation to participate in target setting and because this form of motivation to participate is controlled by the organization as a means to achieve better performance, it is only this form of motivation which has a significant impact on employee job performance. These results provide important insights into the intricacies by which performance measures influence employee motivation to participate in target setting and job performance.     

Public service motivation and organizational citizenship

This paper investigates the relationship between public service motivation (PSM) and employee performance by adopting a notion of performance which incorporates extra-role behaviours, such as the propensity to engage in unpaid overtime, organizational citizenship behaviours, absenteeism and organizational deviance. It does so in an underexplored part of the public sector, namely prisons. As well as providing new explanatory mechanisms for understanding the outcomes of PSM behaviour and exposing the dark side of PSM, this paper contributes to debates about the significance of PSM and the consequences of its absence.     

The impact of subjectivity in performance evaluation practices on public sector managers’ motivation

We conduct an explorative study to investigate the effect of subjectivity in performance evaluation practices on managerial motivation in public sector organisations. Increased subjectivity can enhance motivation if supervisors are able to provide better informational feedback. However, subjectivity is likely to reduce motivation if it reduces perceived mission clarity or negatively affects relations between supervisors and subordinates. Our analysis is based on a survey among 94 public sector managers in the Netherlands. We predict and find that subjectivity in performance evaluation practices reduces perceived mission clarity, which in turn decreases motivation. We also find that subjectivity negatively affects subordinate managers’ trust in their supervisor, which also reduces motivation. Jointly, these results indicate that the negative effects of subjectivity in performance evaluation practices outweigh its potential positive consequences, suggesting that New Public Management's focus on more objective performance measures can indeed be beneficial. By itself, however, this does not automatically imply that more objective systems in general are optimal in all public sector organisations as such systems may have dysfunctional side effects such as distortion of performance measures, gaming or manipulation. In addition, we find that the effects of subjectivity are moderated by organisational characteristics.     

投资者动机对众筹投资决策的影响

基于慈善理论,投资者动机分为内源动机、外源动机和提升声誉动机,这些动机既能影响众筹投资者的投资决策,也会相互影响。本文借助"众筹网"的投资数据,对投资者进行分类,考察投资者动机对众筹决策的影响。研究结果显示外源动机投资者、提升声誉动机投资者的投资金额更高;进一步探究内源动机与声誉动机的相互影响,结果显示二者负相关,内源动机投资者更关注内心满足,而对声誉需求较少。该研究可以辅助筹资者设置项目内容吸引不同动机投资者,并帮助众筹平台优化服务,从而提高项目融资效率和成功率。     

The relationship between motivation,learning approaches,academic performance and time spent

Previous literature calls for further investigation in terms of precedents and consequences of learning approaches (deep learning and surface learning). Motivation as precedent and time spent and academic performance as consequences are addressed in this paper. The study is administered in a first-year undergraduate course. Results show that the accounting students have a slightly higher score for deep learning compared to surface learning. Moreover, high intrinsic motivation and extrinsic motivation have a significant positive influence on deep learning. Next, deep learning leads to higher academic performance; surface learning on the other hand leads to lower academic performance. The effect of deep learning on performance still holds, when we control for time spent, gender and ability. Consequently we can conclude that a deep learning approach is much more than ‘simply’ spending a lot of time on studying.