高管薪酬和激励外文翻译（可编辑）

《高管薪酬和激励外文翻译（可编辑）》由会员分享，可在线阅读，更多相关《高管薪酬和激励外文翻译（可编辑）（17页珍藏版）》请在装配图网上搜索。

1、高管薪酬和激励外文翻译 外文题目 Executive Compensation And Incentives 外文出处 Acodemy of Management Perspectives,20062:p25-40 外文作者 Martin J. Conyon 原文:Executive Compensation And IncentivesMartin J. Conyon Executive compensation is a complex and controversial subject. For many years, academics, policymakers, and the m

2、edia have drawn attention to the high levels of pay awarded to U.S. chief executive officers CEOs, questioning whether they are consistent with shareholder interests. Some academics have further argued that flaws in CEO pay arrangements and deviations from shareholders interests are widespread and c

3、onsiderable. For example, Lucian Bebchuk and Jesse Fried provide a lucid account of the managerial power view and accompanying evidence. Marianne Bertrand and Sendhil Mullainathan too provide an analysis of the skimming view of CEO pay. In contrast, John Core et al. present an economic contracting a

4、pproach to executive pay and incentives, assessing whether CEOs receive inefficient pay without performance. In this paper, we show what has happened to CEO pay in the United States. We do not claim to distinguish between the contracting and managerial power views of executive pay. Instead, we docum

5、ent the pattern of executive pay and incentives in the United States, investigating whether this pattern is consistent with economic theory. The Context: Who Sets Executive Pay Before examining the empirical evidence presented in this paper, it is important to consider the pay-setting process and wh

6、o sets executive pay. The standard economic theory of executive compensation is the principal-agent model. The theory maintains that firms seek to design the most efficient compensation packages possible in order to attract, retain, and motivate CEOs, executives, and managers. In the agency model, s

7、hareholders set pay. In practice, however, the compensation committee of the board determines pay on behalf of shareholders. A principal shareholder designs a contract and makes an offer to an agent CEO/ manager. Executive compensation ameliorates a moral hazard problem i.e., manager opportunism ari

8、sing from low firm ownership. By using stock options, restricted stock, and long-term contracts, shareholders motivate the CEO to imize firm value. In other words, shareholders try to design optimal compensation packages to provide CEOs with incentives to align their mutual interests. This is the co

9、ntract approach to executive pay. Following Core, Guay, and Larcker, an efficient or optimal contract is one “that imizes the net expected economic value to shareholders after transaction costs such as contracting costs and payments to employees. An equivalent way of saying this is that contracts mi

10、nimize agency costs.” Several important ideas flow from this definition. First, the contract reduces manager opportunism and motivates CEO effort by providing incentives through risky compensation such as stock options. Second, the optimal contract does not imply a “perfect” contract, only that the

11、firm designs the best contract it can in order to avoid opportunism and malfeasance by the manager, given the contracting constraints it faces. Third, in this arrangement, the firm does not necessarily eliminate agency costs, but instead evaluates the marginal benefits of implementing the contract r

12、elative to the marginal costs of doing so. Improvements in regulation or corporate governance can possibly alter these costs and benefits, making different contracts desirable. Moreover, what is efficient at one point in time may not be at another. Improvements in board governance, for example by ad

13、ding independent directors, may lead to different patterns of compensation, stock, and option contracts that are desirable for one firm but not another. An alternative theory is that CEOs set pay. This is the managerial power view, exemplified recently by Bebchuk and Fried. In this theory, the board

14、 and compensation committee cooperate with the CEO and agree on excessive compensation, settling on contracts that are not in shareholders interests. This excess pay constitutes an economic rent, an amount greater than necessary to get the CEO to work in the firm. The constraints the CEOs face are r

15、eputation loss and embarrassment if caught extracting rents, what Bebchuk and Fried call “outrage costs.” Outrage matters because it can impose on CEOs both market penalties such as devaluation of a managers reputation and social costs?the social costs come on top of the standard market costs. They

16、argue that market constraints and the social costs coming from excessively favorable pay arrangements are not sufficient in preventing considerable deviations from optimal contracting. Executive Compensation There is substantial disclosure about U.S. executive compensation. The Securities and Exchan

17、ge Commission SEC expanded and enhanced disclosure rules for U.S. executives in 1992. As a result, the proxy statements of firms contain considerable detail on stock ownership, stock options, and all components of compensation for the top five corporate executives. There are four basic components to

18、 executive pay, each having been the subject of much research. First, executives receive a base salary, which is generally benchmarked against peer firms. Second, they enjoy an annual bonus plan, usually based on accounting performance measures. Third, executives receive stock options, which represe

19、nt a right, but not the obligation, to purchase shares in the future at some pre-specified exercise price. Lastly, pay includes additional compensation such as restricted stock, long-term incentive plans, and retirement plans. Executive Incentives We now turn to executive incentives and the link bet

20、ween pay and firm performance. The evidence demonstrates that executive compensation and the fraction of pay accounted for by option grants increased during the 1990s. Principal-agent theory predicts that a firm designs contracts in order to yield optimal incentives, therefore motivating the CEO to

21、imize shareholder value. In designing the contract, the firm recognizes the CEO is risk averse. Thus, imposing greater incentives requires more pay to compensate the agent for increased risk. In the previous section, the paper demonstrated that CEO pay has increased. Next, we examine what has happen

22、ed to CEO incentives. The analysis shows that executives have considerable equity incentives that create a strong and increasing link between CEO wealth and firm performance. This finding seems at odds with the notion that executive pay and performance are decoupled. It is, however, consistent with

23、other economic evidence, showing that the link between pay and performance has been increasing in the United States. Executives receive incentives from several sources. They receive financial incentives from salary and bonus, as well as new grants of options and restricted stock, which together meas

24、ure flow compensation. They also receive incentives from changes in their aggregate holdings of stock and options in the firm, as described in detail below. Finally, the probability of termination because of poor performance gives the CEO an incentive to pursue strategies that imize firm value. In t

25、his case, if terminated, an executive suffers reputation loss and human capital devaluation in the managerial labor market. However, this paper?consistent with other recent research in financial economics?focuses on compensation and equity incentives, leaving aside career concerns and the labor mark

26、et for managerial talent. In other words, it restricts attention to financial incentives. The key to understanding financial incentives is recognizing that they arise from the entire portfolio of equity holdings and not simply from current pay. Equity incentives, then, are the incentives to increase

27、 the stock price arising from the managers ownership of financial securities in the firm. For example, a CEO may receive 100,000 options this year, which might add to 400,000 options granted in previous years, for a total of 500,000 options held. If the stock price decreases, then the value of the 1

28、00,000 options granted this year declines? but so does the value of the options accumulated from previous years. Since the CEO will care about the whole stock of 500,000 options, not simply this years 100,000, executive compensation received in any given year provides only a partial picture of CEO w

29、ealth and incentives. To understand CEO incentives fully, it is important to focus on the aggregate amount of shares, restricted stock, and stock options that the CEO owns in the firm. The evidence shows that CEOs have plenty of financial incentives, arising primarily from CEO ownership of stock and

30、 options in their firms. Again, we would stress that such financial incentives are only one factor motivating executives. Agents are as likely to be motivated by intrinsic factors of the job, career concerns, social norms, tournaments, and the like. One problem with stock options and other forms of

31、incentive pay is not that they provide too few incentives, but that they may lead to unintended consequences. It is well known that incentives can bring about behavior by the agent that was unanticipated by the principal. In a classic paper, Steven Kerr highlighted the folly of rewarding A while hop

32、ing for B. In short, he articulated the notion that one gets what one pays for. If one rewards activity A and not B, then people will exert effort on A, while de-emphasizing B. Kerr illustrates his point with an array of examples from politics, industry, and human resource management. In general, th

33、is is a problem of providing appropriate incentives to agents engaging in multiple tasks. More recently, Robert Gibbons has discussed the design of incentive programs recognizing such problems. Another problem with incentive compensation is that it may encourage opportunistic behavior by managers, m

34、anipulation of performance measures, or cheating. The powerful and often unanticipated effects of financial incentives on economic outcomes have been documented in diverse contexts such as classroom teaching, real estate markets, vehicle inspection markets, and the behavior of physicians. In the cor

35、porate context, David Yermack demonstrates that CEOs opportunistically time the award of option grants around earnings announcements in order to increase their compensation. Other studies find that private information is used by executives to engineer abnormally large option exercises and hence the

36、payouts from those options. In addition, studies show that firms with more incentives are associated with greater earnings manipulation. Recent studies show that the likelihood of a firm being the target of fraud allegations is positively correlated with option incentives. In short, options and ince

37、ntive pay may motivate managerial behavior that is not always anticipated or ideal. When designing compensation plans, boards must be aware of the unwanted as well as beneficial effects of incentives. Conclusions Executive compensation is a controversial and complex subject that continues to attract

38、 the attention of the media, policymakers, and academics. Contract theory predicts that shareholders use pay to provide incentives for the CEO to focus on imizing long-term firm value. Since CEOs have relatively low ownership of firm shares, they might otherwise behave opportunistically. An alternat

39、ive theoretical perspective, the managerial power view, is that CEOs control the pay-setting process and set their own pay. This theory predicts that compliant compensation committees and boards provide CEOs with excess pay or compensation “rents” and that contracts are suboptimal from the sharehold

40、ers perspective. Distinguishing between these two theories is an important challenge for future research. This paper provides evidence on what has happened to CEO pay between 1993 and 2003. It shows that total compensation increased significantly over this period. Grants of stock options to CEOs and

41、 executives are the main driver of CEO pay gains. The paper also documents that CEOs have important financial incentives. These arise from the portfolio of firm stock and options owned by the CEO. The important point is that, if the stock price declines significantly, the value of the CEOs assets fa

42、lls. Analogously, if asset prices increase, so does CEO wealth. In consequence, the wealth of the CEO varies with the stock price performance of the firm. An important research challenge is to fully understand the potentially unintended consequences of providing greater incentives to agents. In prac

43、tice, CEO compensation contracts are determined by compensation committees that may have conflicting incentives to align with the CEO leading to suboptimal contracts and excess pay or with shareholders leading to optimal contracts and appropriate pay. The analysis in this paper illustrates that U.S.

44、 boards and compensation committees are becoming more independent measured by fewer insider directors and a greater number of outside directors. The evidence shows that the presence of affiliated directors on the compensation committee an instance where greater managerial power is expected does not

45、lead to greater CEO pay or fewer CEO incentives. In summary, high pay itself is not evidence of inefficient contracts but may simply reflect the market for CEOs and the pay necessary to attract, retain, and motivate talented individuals. Boards of directors need to design compensation contracts to a

46、lign the interests of owners with managers. One test of whether the corporate governance system is working appropriately, including executive compensation arrangements, is to evaluate economic performance. Holmstrom and Kaplan investigate the state of U.S. corporate governance in the wake of corpora

47、te scandals. They conclude that the U.S. economy has performed well, both on an absolute basis and relative to other countries over about two decades. Importantly, the economy has been robust even after the scandals were revealed. This is not to deny that improvements in governance arrangements may

48、be beneficial. Furnishing CEOs with appropriate compensation and incentives is desirable for a healthy economy. However, ensuring that the contracting process is not corrupted is an important goal for corporate governance extracts译文: 高管薪酬和激励 Martin J. Conyon 高管薪酬是一种既复杂又有争议的话题。多年来,学者、决策者和媒体注意到了美国首席执行

49、官的高薪酬水平的支付,并质疑他们是否与股东利益保持一致。一些学者更进一步指出在首席执行官的薪酬安排和偏离股东利益上的缺陷是普遍和值得考虑的。比如说,Lucian Bebchuk和Jesse Fried提供了一个明晰的账户管理权力观点并附上了证据。Marianne Bertrand和Sendhil Mullainathan也提供了“揭开首席执行官薪酬面纱”的分析。相反,John Core等一些美国联盟提出了一种经济承包方式来处理高管薪酬与激励,以此来评估首席执行官是否接受低效率绩效的薪酬支付。我们不要求区分经济承包和管理权力观点来支付高管薪酬。相反,我们用文件证明在美国的高管薪酬激励模式,调查这

50、种模式是否与经济理论相一致。 背景:谁设置高管薪酬? 在审查本文提供的实验性证据前,考虑薪酬的设置过程和由谁来设置高管薪酬是非常重要的。经济理论中的高管薪酬标准是委托-代理模型。该模型认为,公司力争去设计最有效最合理的薪酬包去吸引、留住并激励首席执行官、高管及管理者们。在代理模型中,由股东设置薪酬。然而,实际上董事会薪酬委员会是站在股东的利益上来决定薪酬的。由主要的股东设计出一份薪酬方案给代理人(总裁或经理)。改善高管薪酬道德风险问题(也就是经理机会主义)起因于低稳固性的所有权。股东通过股票期权、受限股票和长期合同来激励总裁实现公司价值最大化。换句话说,股东设法去设计最佳的薪酬包来激励总裁以达

51、成他们共同的利益。这就是类似高管薪酬的方案。在Core,Guay和Larcker之后,一个有效的(或最佳的)方案是“在扣除交易成本(例如承包成本)和支付给雇员薪酬后给股东最大的预期经济价值。相同的说法就是缩减代理成本使其最小化。” 几个重要思想来自于这个说法。首先,该方案通过提供风险激励薪酬如股票期权来减少经理机会主义并且激励总裁的努力。第二,最佳方案并不意味着“完美”方案,只是公司为了避免经理机会主义和不当行为而设计的最合适的方案,以此作为承包的约束。第三,在这种情况下,公司并不一定消除代理成本,而是评估实施这种方案(边际)收益以及这么做所涉及的(边际)成本。改善公司管理或规章制度可能改变这

52、些成本和收益,产生不一样的令人满意的方案。此外,在一个时间点有效在另一个时间点就无效。提高董事会管理,比如通过增加独立董事,可能产生令这个公司而非其他公司满意的不同类型的薪酬、股票和期权合约。 另一种理论是由总裁设置薪酬。这是管理权力的观点,以Bebchuk和Fried为最新代表。在这个理论中,董事会和薪酬委员会与总裁合作并同意提供超额薪酬,按合约授予而非根据股东利益。这种超额薪酬支付构成了一种远远大于聘请该总裁来公司工作的必须薪酬的经济租金。在提取租金后约束总裁的将是名誉损失和尴尬,这被Bebchuk和Fried称为“暴行成本”。暴行能通过市场惩罚(经理名誉的货币贬值)和要求高标准市场成本的

53、社会成本这两项来给总裁施压。他们认为来自极度良好的薪酬支付安排的市场约束和社会成本是在预防相当大的最优承包偏离时的资金不足。 高管薪酬 有个关于美国高管薪酬的本质披露。美国证券交易委员会在1992年扩大和提高了对美国高管们的披露尺度。结果,代理公司控制着相当大的股份所有权、股票期权和前五高管团体所有的薪酬组成。这里有四种高管薪酬的基本部件,每一种都有许多研究。首先,高管们接受基本薪资,一般该基本薪资在同行公司中是基准。其次,他们享受年终分红计划,通常基于分期业绩考核。第三,高管们接受股票期权,它作为一项权利而非义务,以预先规定的合约价格在未来购买股票。最后,薪酬包括额外补偿比如限制性股票、长期

54、激励计划和养老金计划。 高管激励 我们现在来看高管激励以及薪酬和企业绩效之间的联系。证据表明在20世纪90年代期间高管薪酬和小部分未予以说明的选择性补助金增加了。委托-代理理论预测一个公司设计承包契约是为了出产最佳的激励,因此激励总裁去实现股东价值最大化。在设计承包契约过程中,公司认为总裁就是规避风险。因此,需要更多激励去补偿代理人以规避增加着的风险。在上文中论证了总裁薪酬是增加的。接下来,我们审查下总裁激励都发生了什么。分析表明,高管有可观的股权激励去创造一个强大且不断增加着的在总裁财富和公司绩效之间的联系。这一发现似乎有高管薪酬和绩效被减少的不同见解。然而,和其他经济证据保持一致,它表明薪

55、酬和绩效之间的联系正在美国逐年增长。 高管从不同方面获得激励。他们从薪水和奖金中获取财政激励,同时获得新的选择性补助金和受限股票,共同来计量浮动薪酬。他们也从所持股份和公司期权的改变中获得激励,详细描述如下。总之,结束的可能性是因为低绩效激励总裁去追求公司价值最大化的战略。在这种情况下,如果终止,高管将在管理劳动力市场上遭受名誉损失和人力资本贬值。然而,本文和其他在财政经济学上新的研究一样关注薪酬和股权激励,去除职业生涯问题和劳动力市场的管理能力问题。换句话说,它限制了财政方面的激励。 理解财政激励的关键是识别他们提升所持全部股份而不是单一的来自流动薪酬。那么股权激励是一种从管理者所持有该公司

56、的财政证券中增加股票价格的激励。例如,一个总裁可以在今年接受10万的期权,可能在以前已增加40万期权,总共持有50万期权。如果股票价格下降,那么10万的期权价值在今年下降,不过下降的价值是往年的积累。当总裁关注50万的整体期权价值,而不是单一的今年的10万时,高管薪酬在任何给予的年份获得提供仅一部分的总裁价值和激励。在充分理解总裁激励后,关注总裁在企业拥有的股份总额、受限股票和股票期权是非常重要的。 证据表明总裁们有足够的财政激励,那些主要来自于他们在自己公司所持有的股票和期权。再一次,我们需要强调的是财政激励仅仅是激励高管们的一个因素。代理人很可能通过工作、职业生涯发展、社会规范、比赛等内在

57、因素被激发。有问题的股票期权和其他形式的激励薪酬不在于它们提供太少的激励,而是它们可能导致意想不到的后果。众所周知,委托人的激励能够引起代理人意想不到的行为。在一篇经典的文章中,Steven Kerr特别提出当希望B突出时就别给A愚昧的报酬。简而言之,他明确地提出一个人能得到他所付出的观点。如果一个活动奖励A而不奖励B,那么人们将对A施加压力,而对B不再重视。Kerr用大量来自政治、工业和人力资源管理的例子来阐明他的观点。一般来说,这是一个关于适当提供激励从而使代理人从事多重任务问题。最近,Robert Gibbons讨论了激励程序的设计来识别这个问题。 另一个关于薪酬激励的问题是它可能会鼓励

58、管理者产生投机行为、篡改或欺瞒绩效评估。这种强大且经常不被预料的财政激励效果对经济结果在多种环境例如课堂教学、房地产市场、汽车检测市场和精神行为上已被证明。在公司背景下,David Yermack表明总裁围绕着收入公告来测定这个奖项的期权补助金以增加他们的薪酬。其他研究发现私人信息被高管使用去设计大量不规则的期权练习并从这些期权中支付。此外,研究表明有更多激励的公司通过更多的收入操作联系在一起。最新的研究表明企业的可能性目标诈骗宣传是与期权激励呈正相关。简单来说,期权和激励薪酬可能刺激不被经常预料或完美的管理行为。在设计薪酬计划时,董事会必须意识到这种不受欢迎的有利的激励效应。 结论 主管薪酬

59、是一个颇有争议且复杂的主题,它将继续吸引媒体、决策者和学术界人士的关注。契约理论预测股东运用薪酬来激励总裁致力于长期企业价值最大化。如果总裁只拥有企业较低的股份的话,他们可能会产生机会主义。另一种理论观点,从管理能力视觉来看,是总裁控制薪酬支付过程和设置他们自己的薪酬。这个理论认为顺从的薪酬委员会会给总裁提供额外的薪酬(或称为薪酬“租金”),合同也是股东们认为次最优的。区别这两种理论在未来的研究中是一项重要的挑战。 本文提供了在1993年和2003年之间总裁薪酬支付的情况。结果表明,全部的薪酬在这个期间大幅度增加了。给总裁和高管们授予的股票期权是总裁薪酬支付的主要收益。本文还记录了总裁们还有重要的财政激励。这些都起因于公司股票的投资组合以及总裁所拥有的期权。重要的是,如果股票价格严重下降,总裁们所拥有的资产价值也会下降。同样的,如果资产价格上涨,总裁的财富也将增加。因此,总裁的财富随着随着公司股票价格的变化而变化。一个重要的研究挑战是如何充分理解那些给代理人提供了更大的激励后所潜在的意想不到的结果。 事实上,由薪酬委员会决定的总裁薪酬契约