职位隔离对高管薪酬性别差异的影响

目前国内对性别工资差异研究很多，但对高管人员薪酬性别差异的分析还较少。本文利用2005-2010年沪深两市A股上市公司数据，在综合考虑不同性别在不同职位层级上的代表性的同时，采用Brown分解法分析了高管人员的性别薪酬差异问题。结果表明我国上市公司女性高管在较高层级的职位上代表性不足，同时也存在着“玻璃天花板效用”。女性高管在职位晋升方面受到了严重的歧视，在每一个职位层级上，女性高管职位晋升的门槛值都显著高于男性高管职位晋升的门槛值。男性高管和女性高管存在明显的性别薪酬差距，其中，超五成的薪酬差异是同一职位内的，四成以上的差异是职位间的；而有超七成的薪酬差异无法用教育程度、工作经验等可观测因素解释。     

Partisanship and the effectiveness of oversight

We examine the welfare effects of partisanship in a model of checks and balances. An executive makes a policy proposal and an overseer then decides whether or not to veto the executive's proposal. Both the executive and the overseer have private information as to the correct policy to pursue, and both are motivated by the desire to appear competent. A partisan overseer is one who, in addition to seeking to promote her own reputation, cares how her decision will impact the executive's reputation. Our main result is that partisanship can improve the efficacy of an oversight regime, as the distortions caused by a partisan overseer's desire to affect the executive's reputation can offset the distortions caused by her desire to enhance her own. Our results provide a new rationale for divided government, as partisan considerations are often necessary to prevent the overseer from rubber stamping all executive proposals.     

用户投诉对企业绩效的影响研究——基于注意力基础观的视角

用户投诉是反映用户对企业产品或服务质量满意度的重要指标,对企业获取竞争优势与长久发展具有重要影响。为探讨用户投诉对企业绩效之间的影响机制,本文基于注意力基础观视角,运用2016—2021年223家中国上市企业投诉数据,实证分析用户投诉与企业绩效之间的关系及高管团队特征和政务环境的调节作用。研究结果表明,用户投诉与企业绩效显著负相关;女性高管比例会削弱用户投诉与企业绩效之间的负向关系;高管持股比例增强用户投诉与企业绩效之间的负向关系;高管受教育水平削弱用户投诉与企业绩效之间的负向关系;政务环境削弱用户投诉与企业绩效之间的负向关系。本文研究结果拓展了注意力基础观的实证检验,分析了企业注意力分配的前因,并定量分析了用户投诉对企业绩效的影响程度,同时讨论了用户投诉、高管团队、政务环境与企业绩效间的作用机制。为此,企业高管团队必须重视投诉管理和风险管理,优化注意力配置以提高用户满意度,进而创造更大的竞争优势并提高企业绩效。     

Reward design and CEO succession in the UK

Previous research has shown that top executives often rise to the peak of their organizations after a long-term employment relationship, and that internal promotion to the top is reflected in enhanced baseline salaries. Using data from a representative sample of UK companies, the links between the fixed and variable elements of the Chief Executive Officer's compensation package are examined and whether the appointment has been promoted internally or recruited from outside of the company. From this analysis, it is concluded that the positive impact on basic pay of elevation to the top job from within the company is not present in total compensation or the structure of pay. It also emerges that although tenure does not significantly impact on the structure of pay, it does alter total reward through its impact on the value of options granted: longer company tenure reduces both the award of share options and the total value of the remuneration package; job tenure, on the other hand, raises the executive's reward primarily through its positive impact on baseline salary. Though share ownership reduces the performance sensitivity of earnings, increases in baseline salary are reflected in greater exposure to the use of share options.     

Politicians and Preferences of the Voter Majority: Does Gender Matter?

Does the gender of political representatives affect the extent to which they adhere to the voter majority's preferences? By matching individual male and female representatives' votes on legislative proposals with real referendum outcomes on the same issues, we obtain a direct measure of divergence. We find that female and male representatives adhere equally close to the majority's preferences if party affiliations are taken into account. This suggests that observed gender differences with respect to the national majority of voters may be reduced to an ideological left–right dimension.     

Trends in China’s gender employment and pay gap: Estimating gender pay gaps with employment selection

In contrast to the United States and European countries, China has witnessed a widening gender pay gap in the past two decades. Nevertheless, the size of the gender pay gap could still be underestimated as a result of not accounting for the low-wage women who have dropped out of the labor force. As shown by a large and representative set of household survey data in China, since the 1980s the female employment rate has been falling and the gap between male and female employment rates has been increasing. We estimate the gap size using Heckman’s selection-correction model and bounds of the raw gender pay gap, taking into consideration the different male and female employment rates in China. The results support the view that the gender pay gap estimate is biased without taking into account employment selectivity.     

Dynamic Moral Hazard and Executive Stock Options

This paper shows that the optimal executive compensation scheme in a dynamic moral hazard environment is convex in the firm value. This implies that the optimal contract should include stock options. This is because the private benefit of shirking is increasing in firm value and the manager's utility is concave. Therefore, in contrast to the previous literature that takes stock options in the incentive contract exogenously, we rationalize the optimality of their use endogenously. Moreover, we show that the optimal amount of stock options (restricted stocks) increases with agency cost and the executive's reservation utility, decreases with the degree of risk aversion of the manager, and increases (decreases) with the firm size.     

Executive Compensation and Legal Investor Protection: Evidence from China's Listed Firms

This paper seeks to relate the increases in executive compensation observed in China to improvement of the legal environment. We build a simple model and demonstrate that improvement in legal investor protection reduces the manager's private benefits of control; in order to make the managerial incentives compatible, some of the forgone private benefits have to be compensated in the form of increased executive pay. Using a large dataset on Chinese listed corporations, we find strong evidence that improvement of the legal environment is significantly associated with both the rise in executive compensation and the reduction in agency costs, which is consistent with our model predictions.     

FEMALE DUAL LABOUR MARKETS AND EMPLOYEE BENEFITS

The American workforce and the role of employee benefits have changed dramatically since the 1980s when economists seriously considered dual labour market models to describe pay and employment patterns. Then, dual labour market models described men's labour markets, but not women's and the tests applied to wages and salaries, not total compensation including employee benefits. Applying a switching regression technique using the 2000 Current Population Survey and including women workers and employee benefits, we find that the dual labour market hypothesis is consistent with both female and male labour market structures, especially when total compensation is considered.     

WHY HAS TOP EXECUTIVE COMPENSATION INCREASED SO MUCH IN CHINA: A EXPLANATION OF PEER‐EFFECTS

Top executive compensation can be affected significantly by peer group pay. This paper investigates the impact of peer effects on the change in top executive compensation based on evidence from China. Empirical results show that if the top three executives' compensation was lower than the peer group median level in year t ? 1, the percentage change in the top three executives compensation in year t would be higher by 0.225%, and that the absolute level of pay would increase by 51 000 yuan. Furthermore, better performance, faster growth and state ownership increase the likelihood of peer effects, while corporate governance variables do not.     

Earnings distribution,corporate governance and CEO pay

We investigate the relationship between earnings differentials and the pay of CEOs of 190 British companies between 1970 and 1990. We find that (i) changes in the differential between the 90th and 50th weekly earnings percentiles for non‐manual adult male workers [90:50] explain changes in the level of real CEO salary and bonus in our sample of companies; (ii) changes in this differential also account for changes in the elasticity of CEO pay to firm size; (iii) a broader measure of earnings inequality does far worse than 90:50 at explaining changes in both the level and the firm size elasticity of CEO pay; (iv) fitting the model on data for 1970–1983 and predicting pay levels for the period starting with the widespread adoption of executive share option schemes in 1984, we find a structural break in the relationship between lower management pay differentials and the pay of the CEO. We conclude first that top executive pay prior to 1984 was a stable function of both firm size and earnings differentials lower on the administrative ladder, consistent with a hypothesis advanced by Herbert Simon in 1957; and second that the use of share options from 1984 onward represents not simply a change in the mode of top executive compensation, but a de‐linking of the pay of top executives and that of their subordinates.     

论高管薪酬管控

委托-代理关系导致高管高薪激励的必要性,但事实表明:高管高薪并不一定带来高绩效.经济波动对高管薪酬合理化提出新的要求,理论梳理有助于进一步明确高管高薪及其社会控制的必要性.我国高管高薪产生的原因主要有薪酬水平主观定位偏差、资产所有者监管缺位、高管薪酬制度不完善等.国外治理经验表明:高管薪酬控制可以采取控制奖金、离职金及股息等收人直接限制高管薪酬水平,也可以通过征税调节过高薪酬,并建立严格的高管薪酬管理制度,各国已陆续颁布了一些关于加强企业高管薪酬监管的政策规定.针对我国特殊的国情,高管薪酬管控应着力完善薪酬委员会制度健全薪酬管理制度、优化内部薪酬结构、完善绩效考核办法,必要时直接采用薪酬水平限制.     

Labour market institutions,crisis and gender earnings gap in Eastern Europe

We study gender pay inequality in ten Central and Eastern EU countries before (2007) and during the economic crisis (2009) using quantile regression methods. The analysis reveals remarkable cross‐country diversity in levels and patterns of the gender gap along the earnings distribution; for the majority of the countries the crisis is associated with declining male/female disparities. We address the role played by labour market institutions in shaping the observed gender pay gap levels and patterns. Labour market deregulation increases gender inequality at the middle and at the top of the pay distribution, but reduces disparities at the bottom. Higher union density and wage coordination reduce the pay gap, with stronger equalizing effects on better‐paid jobs. The crisis seems to weaken the already poor role of institutions in the low‐pay sector.     

Do Chinese executives reward for luck?

This paper examines the sensitivity of executive compensation to luck based on Chinese listed companies. To identify the causal effect, we rely on companies’ market performances driven by exogenous oil prices. We document a positive relationship between executive compensation and market performance driven by oil prices, which support the story of pay for luck. Moreover, by introducing a natural experiment China in 2015, i.e., the policy of “CEO compensation limit” in state-owned firms, we show that the shock of CEO compensation limit significantly weakens the effect of pay-for-luck. We further show that there is asymmetry in pay for luck. Specifically, when oil prices rise, executive compensation is more sensitive to good luck. In addition, the sensitivity of executives to pay-for-luck is more pronounced in firms with state-owned, higher equity concentration, and related party transaction.     

Tenure,promotion and executive remuneration

Commentators frequently remark on the need to pay high levels of chief executive officer remuneration to attract, motivate and retain the best executives for Britain's leading companies. This paper presents the results of an empirical investigation into tenure, promotion and executive remuneration. The remuneration of the chief executive officers at some of Britain's largest businesses is examined. In the majority of cases the CEO had not been lured away from rivals but had risen through the internal labour market, often after a long–term employment relationship. Moreover, long job tenure and internal promotion were associated with higher levels of pay. It is concluded that understanding of this controversial issue will be improved if it is recognized that a part of current executive pay may be a reward for previous successful performance.     

Founders versus non-founders in large companies: financial incentives and the call for regulation

This paper is intended to question some of the premises in the ever increasing calls to regulate executive pay. We focus on founders, and extend Shleifer and Vishny’s (1989, Journal of Political Economy, 94, 461–488) manager-specific investments model by explicitly modeling managerial effort and pay performance sensitivity. Tests of this model on a data set of large companies, controlling for the endogeneity of managerial compensation, indicate that founders tend to be less responsive to performance incentives and generally more entrenched. At the same time, founders’ led firms are more valuable, supporting our predictions. This suggests that for founders, regulation of compensation may not be very effective.      

Decision style and strategic decisions of top executives

The influence of decision style on strategic decisions made by 137 top executive is described. Decision style is defined, using concepts proposed by Jung, in terms of the decision maker's introversion-extroversion and judgement-perception predispositions as well as in terms of data and data-processing preferences. The executives evaluated hypothetical capital-expansion scenarios with strategic importance. In these scenarios, types of information, the decision environment, and uncertainty were defined in terms of decision style and then systematically manipulated. Each executive's age and experience were collected to qualify the findings. Decision style was found to be a highly significant factor in explaining the adoptability and perceived risk for strategic decisions. Decision style-uncertainty and decision style-environment interactions were found to be important and were used to explain the preferences that top executives express for diagnostic information and ways of measuring organizational performance. These preferences suggest that style may explain why managers make different strategic decisions when faced with similar choices.     

Male and Female Recoveries in Medical Malpractice Cases

This study analyzes male and female recovery resulting from medical malpractice injuries to discern the importance to the recovery differential of gender differences in recoveries for medical malpractice injuries. We find that the pattern of recoveries follows one similar to that found in studying wage differentials between males and females. Differences in the relative magnitudes of foregone earnings and nonmarket loses are reflected in the composition of recoveries. In addition, we find a recovery gap in which females receive substantially less in recoveries when they receive male's average compensation for medical malpractice injuries. However, only a small portion of the male and female recovery differential is explained by the characteristics of the claims, leaving a substantial portion of the differential unexplained.     

“COERCIVE COOPERATION”? ONTARIO'S PAY EQUITY ACT OF 1988 AND THE GENDER PAY GAP

Evaluating the effect of pay‐equity laws is important and yet difficult as one needs to deduce what would have occurred without the policy intervention. We use a new tool, synthetic‐control method, to examine the effects of Ontario's Pay Equity Act on the gender pay gap. This tool enables us to create a “Synthetic” Ontario, which resembles Ontario more closely than does any other single province. Using Synthetic Ontario to compare what actually happened in Ontario to what would have happened, we find that the act has had little or no effect on the female‐male wage gap in Ontario. (JEL J7, J3)     

Firm performance,corporate governance and executive compensation in Pakistan

This study examines the effects of firm performance and corporate governance on chief executive officer (CEO) compensation in an emerging market, Pakistan. Using a more robust Generalized Method of Moments (GMM) estimation approach for a sample of non-financial firms listed at Karachi Stock Exchange over the period 2005–2012, we find that both current- and previous-year accounting performances has positive influence on CEO compensation. However, stock market performance does not appear to have a positive impact on executive compensation. We further find that ownership concentration is positively related with CEO compensation, indicating some kind of collusion between management and largest shareholder to get personal benefits. Inconsistent with agency theory, CEO duality appears to have a negative influence, while board size and board independence have no convincing relationship with CEO compensation, indicating board ineffectiveness in reducing CEO entrenchment. The results of dynamic GMM model suggest that CEO pay is highly persistent and takes time to adjust to long-run equilibrium.