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Deferred Executive Compensation Policies in Chinese State‐owned Enterprises
Author(s) -
Ju Min
Publication year - 2007
Publication title -
china and world economy
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.815
H-Index - 28
eISSN - 1749-124X
pISSN - 1671-2234
DOI - 10.1111/j.1749-124x.2007.00078.x
Subject(s) - executive compensation , incentive , compensation (psychology) , business , revenue , china , state (computer science) , finance , accounting , economics , market economy , psychology , algorithm , political science , psychoanalysis , computer science , law
Since the commencement of industrial reform in China, most Chinese state‐owned enterprises have adopted a deferred executive compensation policy to provide incentives for their management teams. However, the effectiveness of such a policy needs to be evaluated. In this paper, we specify a model of deferred executive compensation policy, in which the compensation for executives is contingent on firms' future revenue. The model suggests that under deferred executive compensation policies, managers exhibit an increasing level of effort in every period. Furthermore, the deferred compensation policy encourages managers to make long‐term investments, which might generate revenue even after the termination of managerial contracts.