Using a sample of state-owned enterprises(SOEs) listed on the Shanghai and Shenzhen Stock Exchanges during the 1999-2009 period,we investigate the effects of overemployment on executives' pay-for-performance sensi...Using a sample of state-owned enterprises(SOEs) listed on the Shanghai and Shenzhen Stock Exchanges during the 1999-2009 period,we investigate the effects of overemployment on executives' pay-for-performance sensitivity(PPS) and analyze how the behavior of firms with high/low PPS affects the number of surplus employees.We find the existence of a redundant workforce significantly weakens PPS and the role of accounting measures in performance assessment.In contrast to prior literature,we find that higher PPS is associated with a stronger incentive to lay off redundant employees and to limit future employee numbers.We also find that weaker government intervention strengthens managerial control over the future size of the workforce.Finally,our findings suggest that a heavier government policy burden on SOEs leads to lower tax rates and more government gains.展开更多
Executive turnover is important in the governance of state-owned enterprises(SOEs). Herein, we focus on the executive turnover of China's SOEs, and the implementation of related evaluation mechanisms under differe...Executive turnover is important in the governance of state-owned enterprises(SOEs). Herein, we focus on the executive turnover of China's SOEs, and the implementation of related evaluation mechanisms under different levels of government intervention. We collect executive turnover data of listed Chinese SOEs from 1999 to 2012, and find that about half of the SOE executives leave office within two terms, which is in line with government recommendations. Moreover, we find that more than a third of executives leave after less than one term, and nearly 20% after more than two terms, highlighting the uncertainty and unpredictability of executive appointments in SOEs. We also find that the executive evaluation mechanism for SOEs is implemented differently under different levels of government intervention. SOEs under weak intervention, such as those controlled indirectly by governments, controlled with low shareholdings, from non-regulated industries or in the Eastern regions, prefer the market-oriented evaluation method, which places more weight on executives' economic performance. In contrast, those under strong intervention prefer the government-oriented evaluation method, which is characterized by policy burden.展开更多
基金supported by the National Social Science Foundation(Grant No.08CJY009)the Philosophical and Social Science Foundation of Education Department of Jiangsu Province(Grant No.07SJD630016)support from the IAPHD Project of Nanjing University
文摘Using a sample of state-owned enterprises(SOEs) listed on the Shanghai and Shenzhen Stock Exchanges during the 1999-2009 period,we investigate the effects of overemployment on executives' pay-for-performance sensitivity(PPS) and analyze how the behavior of firms with high/low PPS affects the number of surplus employees.We find the existence of a redundant workforce significantly weakens PPS and the role of accounting measures in performance assessment.In contrast to prior literature,we find that higher PPS is associated with a stronger incentive to lay off redundant employees and to limit future employee numbers.We also find that weaker government intervention strengthens managerial control over the future size of the workforce.Finally,our findings suggest that a heavier government policy burden on SOEs leads to lower tax rates and more government gains.
文摘Executive turnover is important in the governance of state-owned enterprises(SOEs). Herein, we focus on the executive turnover of China's SOEs, and the implementation of related evaluation mechanisms under different levels of government intervention. We collect executive turnover data of listed Chinese SOEs from 1999 to 2012, and find that about half of the SOE executives leave office within two terms, which is in line with government recommendations. Moreover, we find that more than a third of executives leave after less than one term, and nearly 20% after more than two terms, highlighting the uncertainty and unpredictability of executive appointments in SOEs. We also find that the executive evaluation mechanism for SOEs is implemented differently under different levels of government intervention. SOEs under weak intervention, such as those controlled indirectly by governments, controlled with low shareholdings, from non-regulated industries or in the Eastern regions, prefer the market-oriented evaluation method, which places more weight on executives' economic performance. In contrast, those under strong intervention prefer the government-oriented evaluation method, which is characterized by policy burden.
