国企民营化与高管的薪酬业绩敏感性——基于我国上市公司民营化样本实践的检验

对国企民营化改革效果的期望中,理性的受让方势必要求企业的高管薪酬契约更加有效,进而有助于提升企业业绩。本文以2003-2014年我国上市公司数据为样本,采用双重差分的方法考察国企民营化对高管薪酬激励有效性的影响。国企民营化显著提高了高管的薪酬,但降低了高管的薪酬业绩敏感性。进一步研究发现,按照民营化程度分组,在高管变更与民营化后不存在国有股权的样本中,高管薪酬业绩敏感性显著下降;依据国企民营化后的公司治理结构分析,在国企民营化后的股权制衡低与不存在机构投资者样本中,高管薪酬业绩敏感性显著下降。研究表明,提升企业高管薪酬激励的有效性,并非民营化简单地一改就灵,不同的公司治理、企业规模、民营化的程度等,都对其有影响。所以,国企民化改革需要把握好节奏和程度,要重视适度保留和发挥国有股权成分的治理作用。另外,研究结论的拓展反思,对国有企业现行的高管薪酬制度的管理与改革有启示意义。     

混合所有制企业的民营化程度如何影响高管薪酬-业绩敏感性？

在中国深化改革、推进转型的特殊背景下，探索出一条适合中国混合所有制企业实际情况的高管薪酬制度改革路径是现阶段中国国有企业改革亟待解决的问题之一。高管的薪酬-业绩敏感性是判断薪酬激励契约有效性的主要指标，基于此，文章首先构建一个委托-代理框架下的寡头市场模型，从理论上分析混合所有制企业的民营化程度与高管薪酬-业绩敏感性之间的关系；其次选择2007—2016年沪深两市A股经过民营化的国有控股上市公司数据进行实证检验。结果发现：总体上，提高混合所有制企业的民营化程度会显著增强高管薪酬-业绩敏感性；进一步分析发现，混合所有制企业中非国有股比例小于67%时，提高民营化程度会降低高管的薪酬-业绩敏感性；非国有股比例介于67%~75%之间时，提高民营化程度对高管薪酬-业绩敏感性没有显著影响；非国有股比例大于75%时，提高民营化程度会提升高管的薪酬-业绩敏感性。     

公司战略会影响高管薪酬契约有效性吗?

本文基于2009～2016年中国A股上市公司数据研究公司战略对高管薪酬契约有效性的影响.研究发现:公司战略与薪酬业绩敏感性存在显著负相关关系,公司战略越激进,薪酬业绩敏感性越低.进一步分析发现,代理问题和信息质量能够显著影响公司战略与薪酬业绩敏感性之间的关系,即在公司治理水平较低组以及信息质量较差组,公司战略激进度对薪酬业绩敏感性的负向效应更加显著.此外,公司战略越激进,高管越有可能获得超额薪酬.激进型公司战略会给管理层谋取私利(获得不合理的薪酬)提供便利,降低高管薪酬契约的有效性.     

内部审计与高管薪酬契约有效性——基于内部审计全流程监督视角

本文以2014—2017年我国A股上市中央企业为样本，基于内部审计全流程监督视角，从事前、事中、事后三个维度检验了内部审计对高管薪酬契约的影响。结果发现，内部审计事前资源投入、事中项目活动和事后意见反馈越多，高管薪酬业绩敏感性越高。进一步地，当外部审计监督力较弱、管理层权力较大时，内部审计对高管薪酬业绩敏感性的影响更加显著。此外，高质量的内部审计有助于降低管理层的超额薪酬与内部薪酬差距，反映了内部审计通过抑制高管过高薪酬有助于实现薪酬管制目标，然而，内部审计对降低高管薪酬粘性的作用较为有限。研究结果揭示了内部审计全过程监督对推动国有企业高管薪酬契约合理化的作用，丰富了内部审计发挥治理功能的相关研究。     

卖空的公司治理效应:来自高管薪酬业绩敏感性的证据

基于2006-2017年中国A股上市公司数据,考察了卖空对公司高管薪酬业绩敏感性的影响.研究结果表明,卖空机制显著提高了公司的高管薪酬业绩敏感性,且这种作用在非国有企业和市场化程度较高地区的样本中更为明显;其次,在使用融券卖空量来衡量卖空势力,以及使用基于倾向得分匹配的安慰剂检验和双重差分法缓解了内生性之后,结论依然成立;进一步,通过考虑转融券试点的影响、更换高管薪酬业绩敏感性的衡量指标以及改变样本区间等进行一系列稳健性检验,发现以上的结论保持不变;最后,分析了卖空对高管薪酬业绩敏感性影响的潜在机制,发现卖空可以通过提高股价信息含量来提升高管薪酬业绩敏感性.研究结果表明,卖空能够有效监督和约束管理层的行为,这也证明了卖空是一种有效的外部公司治理机制.     

股权集中度、政治关联对高管薪酬业绩敏感性影响分析——基于创业板上市公司的实证研究

构建了股权集中度和政治关联对高管薪酬业绩敏感性影响分析的研究框架,通过对2012-2014年创业板上市公司的实证研究,结论表明创业板上市公司股权集中度与高管薪酬业绩敏感性显著正相关;股权集中度对政治关联企业高管薪酬业绩敏感性具有显著影响,对非政治关联企业没有显著影响,并且政治关联程度越低,股权集中程度对高管薪酬业绩敏感性的影响越有效.这不仅丰富了影响薪酬业绩敏感性的因素研究,一定程度上也为公司治理提供了经验指导.     

共同大股东与投资组合高管薪酬激励——兼论公司薪酬契约的“横向持股共谋理论”

股东目标是高管薪酬契约的基础。随着以投资组合价值最大化为目标的共同大股东日益增多，现有以单个企业价值最大化为目标的薪酬契约理论已难以全面解释资本市场中高管薪酬倒挂现象。本文提出高管薪酬契约的“横向持股共谋理论”,即与以往基于单个公司价值最大化目标不同，共同大股东会基于其投资组合整体价值最大化目标与公司高管签订薪酬契约，以此产生两者的“共谋效应”。本文利用共同大股东投资组合上市公司数据对该理论进行了检验，研究发现，共同大股东的存在不会提升高管薪酬对其所在的单个企业业绩的敏感性，但提升了对共同大股东持股联结形成的投资组合整体业绩的敏感性，初步证实了“横向持股共谋理论”适用于中国资本市场，并发现负外部性机制和大股东权力制衡机制是共同大股东“共谋效应”的影响机理，委派董事是共同大股东“共谋效应”的作用路径。进一步检验表明，共同大股东与高管之间的“共谋效应”在市场势力较强的上市公司和投资者保护程度较低的地区较为明显，且共同大股东显著提升了持股企业高管薪酬。本文不仅拓展了薪酬契约理论和共同大股东研究，也为投资者保护制度和公司治理结构的完善提出了切实可行的建议。     

新会计准则下高管薪酬和会计业绩敏感性研究

我国新会计准则的实施对会计信息质量带来一定的影响,进而影响了高管薪酬和会计业绩的敏感性。本文以2003²010年A股上市公司为样本,分析实施新会计准则前后高管薪酬和会计业绩敏感性的变化。研究结果表明,A股上市公司高管薪酬和会计业绩敏感性在实施新会计准则后有所减弱,会计业绩不能全面反映高管的管理能力和努力程度。另外,从个别高管的角度研究了财务总监和总经理薪酬受准则变更影响程度的差异。结果表明,财务总监薪酬和会计业绩敏感性下降幅度比总经理薪酬和会计业绩敏感性下降幅度大,验证我国上市公司高管职责区分有效性,同时说明了薪酬契约效率有待提高。     

EVA评价与央企薪酬激励研究

本文紧密结合国资委颁布的《中央企业负责人经营业绩考核暂行办法》,选取了我国沪深股市2006~2014年间的5710个样本,通过建立面板数据模型进行回归分析,考察了中央企业全面推行经济增加值(EVA)业绩考核前后高管薪酬激励的变化。研究发现:(1)央企高管薪酬显著高于地方国企高管薪酬,进一步按照市场竞争程度将央企样本分为垄断行业央企和完全竞争行业央企两组,可以看出垄断行业央企高管薪酬显著高于完全竞争行业央企,并且这种现象在EVA业绩考核前后均存在。(2)在其他条件不变时,央企高管薪酬与EVA显著正相关。(3)EVA业绩考核指标实施后,央企高管薪酬业绩敏感性在逐渐加强,这表明EVA业绩考核指标的实施已经取得了一定的成效。本文研究结论支持了EVA评价机制应用的有效性,肯定了国资委以EVA进行业绩评价的改革。     

风险资本联合投资对被投资企业公司治理的影响研究——基于董事会结构和高管薪酬契约的视角

从董事会治理结构和高管薪酬业绩敏感性两方面探讨联合投资对被投资企业公司治理的影响。研究发现,与单独投资支持的公司相比,联合投资支持的公司董事会中专业董事比例更高,高管薪酬业绩敏感性更高;参与同一家企业投资的风投机构家数越多,被投资公司董事会中专业董事比例越高,高管薪酬业绩敏感性越高。这说明,相对于单独投资而言,风险资本联合投资能进一步改善被投资企业的董事会治理结构和高管薪酬契约,从而更能提升被投资企业的公司治理水平。为了纠正联合投资内生性引起的估计偏误,本文还采用了2SLS分析方法,分析结果与OLS结果一致。     

Executive Compensation and Earnings Persistence

Governing boards utilize executive compensation contracts in an attempt to align executive actions with corporate goals. The objective is to ensure that executive performance provides value to the organization in terms of successful outcomes. A key performance criteria typically specified in CEO compensation contracts is earnings targets. However, using earnings as a performance evaluation may be problematic because some firms exhibit robust and sustained earnings over time (high earnings persistence), and other firms, such as high growth oriented firms, exhibit weak or sometimes negative earnings over time (low earnings persistence). Our study reveals that the effect of high earnings persistence results in firms that focus more heavily on cash compensation (salary and bonus) rather than on equity compensation (stock options, etc.) to compensate executive performance. Additionally, for firms characterized by low earnings persistence, our study indicates that cash flows from operations act as a supplementary performance measure to accounting earnings, and become increasingly important as a means to justify executive cash compensation.     

How Economic Incentives May Destroy Social,Ecological and Existential Values: The Case of Executive Compensation

Executive compensation has long been a prominent topic in the management literature. A main question that is also given substantial attention in the business ethics literature—even more so in the wake of the recent financial crisis—is whether increasing levels of executive compensation can be justified from an ethical point of view. Also, the relationship of executive compensation to instances of unethical behavior or outcomes has received considerable attention. The purpose of this paper is to explore the social, ecological, and existential costs of economic incentives, by discussing how relying on increasing levels of executive compensation may have an adverse effect on managerial performance in a broad sense. Specifically, we argue that one-dimensional economic incentives may destroy existential, social, and systemic values that influence the manager’s commitment to ensure responsible business conduct, and have negative spillover effects that may reduce the manager’s performance. There are well-documented findings that demonstrate that reliance on sources of extrinsic motivation (such as economic incentives) may displace intrinsic motivation. Our perspective is a holistic one, in the sense that we will explore the influence of sources of extrinsic motivation on the manager’s intrinsic commitment to different types of values. We will in particular investigate how it may influence the manager’s ethical reflection and behavior or lack thereof.     

Underpaid and Corrupt Executives in China’s State Sector

This study examines the role of executive compensation in public governance. We collect data on corruption cases that involve top-level executives in Chinese listed state-controlled firms. We find a significant positive relationship between underpayment of executives and the likelihood of an investigation into corrupt behavior. We also show that corruption is positively associated with firm performance and that the relationship between underpayment of executives and corruption is influenced by firm performance, suggesting that top managers are more likely to engage in illicit behavior if they are compensated poorly while the firms under their control perform well. Finally, we find that pay-performance sensitivity decreases when top executives are involved in corruption investigations, indicating a lack of pecuniary incentives. Our empirical findings point toward an important relationship between executive compensation and corrupt behavior, thus providing valuable input to the understanding of executive pay and its effects in China’s state sector.     

中国电力体制改革的困局与突破

2002年,中国确立了市场化取向的电力体制改革,但几年来的实施绩效并不理想,体制中存在的深层次矛盾也没有得到根本解决,全行业的发展依然潜藏着巨大的风险.必须坚定市场化改革目标,以实现输配分开和市场化电力价格机制为核心,进行彻底的电力体制改革.     

上市公司高管薪酬指数研究

高管薪酬问题是公司治理理论的核心,如何科学、客观、准确地评价高管薪酬是理论界和实践界共同关注的焦点。通过计算2008年1 581家上市公司的高管薪酬指数,提出基于公司业绩的高管薪酬指数,并分行业、地区和所有制性质分析了上市公司高管薪酬指数的特点,本文认为对高管薪酬的评价不能简单地使用高管薪酬绝对值,而应充分考虑高管薪酬与企业业绩的匹配程度。     

ROE as a performance measure in performance-vested stock option contracts in China

In this paper, we hand-collect the performance measures adopted in performance-vested stock option plans in China. We find that return on equity (ROE) is a widely used performance measure. Different from most of the other performance measures, ROE is affected by the number of shares outstanding. When executive compensation contracts are explicitly tied to ROE performance, in order to avoid the reduction in reported ROE through the issuance of additional common shares (i.e., ROE dilution), managers have an incentive to influence ROE performance through financing decisions. We find that managers are more likely to avoid ROE dilution related to debt-versus-equity choice when their performance-vested stock option plans are explicitly tied to ROE performance and when firms have a high level of access to bank loans. However, there is no such link for firms with a low level of access to bank loans. Our study shows that the association between executive compensation design and corporate financing decisions depends on the accessibility of bank loans, demonstrating the importance of institutional factors in China. The results hold after controlling for potential endogeneity in executive compensation and corporate financing decisions. Our study contributes to both the executive compensation and corporate finance literature.     

Pay-for-performance – Does one size fit all? A multi-country study of Europe and the United States

Are there country-level differences in the use of pay-for-performance in executive compensation contracts? We investigate how formal country-level institutions affect pay-for-performance directly and if institutions have a moderating effect on the relation between ownership structure and pay-for-performance contracts. Based on agency theory arguments, we show that substitutionary and complementary relations are conceivable, for the direct and the moderating effect. We conduct an empirical analysis based on 2766 firm-year observations for the years 2005–2008. Our empirical results show that whereas strong shareholder protection substitutes pay-for-performance, disclosure requirements complement pay-for-performance. Additionally, strong shareholder protection complements the effect of concentrated ownership on pay-for-performance while disclosure requirements substitute effects of ownership concentration. Overall, our results provide evidence for the relevance of formal institutions as determinants of executive compensation contracts. Additionally, our results indicate the general complexity of integrating institutions and internal governance mechanisms.     

高管薪酬存在同伴效应吗？

以2007—2017年间沪深A股非金融类上市公司为研究样本，重点探讨了高管薪酬同伴效应的存在性、情景因素以及经济后果。研究发现，高管薪酬同时存在行业和区域同伴效应。而且，上述薪酬同伴效应在环境不确定性程度和非国有控股程度高的公司中更为显著。此外，高管薪酬同伴效应与企业发展的关系因时而异，即短期内可促进企业的发展，但中长期则抑制了企业的发展。进一步发现，模仿是解释薪酬同伴效应的内在逻辑。另外，薪酬同伴效应降低了薪酬业绩敏感性。研究不仅在理论上丰富了高管薪酬的研究内容，同时为高管薪酬方案的制定以及同伴效应外部性的运用提供了指导和借鉴。     

Dollars and sense: The implications of CEO compensation for organizational performance

Crafting a compensation package for an organization's chief executive officer (CEO) that will help the firm maximize its performance is a vexing challenge for a board of directors. Management theory offers boards several practical hints. A board can put its CEO and the firm in the best position to be successful by (1) creating strong incentives for the CEO to act in the firm's best interest at all times; (2) benchmarking a CEO's performance and compensation relative to that of very high performing CEOs in the industry; (3) diagnosing and responding to CEOs’ feelings about equity relative to their peers; (4) paying a CEO with uniquely valuable knowledge, skills, and ability at the top of the market; (5) offering retention incentives if a proven performer with unique skills is leading a company; (6) resisting the temptation to simply mimic the compensation packages that work for leading firms; and (7) considering candidates’ social ties when recruiting a new CEO.