新西兰论文：企业利益与员工薪酬
有时出现利益冲突公司的股东和管理层之间的分配,如果激励管理是合适的,可以解决大部分的冲突。激励是有效的只有在他们的基础上给出了最好的评价。组织不能给每个人,它应该得到奖励的基础上,一些容易被衡量和评估的标准。我们需要确定的一些措施,可以识别经理在金融增长的贡献的组织(弗斯,2006)。薪酬经理和其决定因素是最热门的研究主题之一,这项研究的结果显示一个巨大的增长在像美国这样的国家,也在一些发展中国家。很少有关于这一主题的研究发生在中国,但在中国我们获得一些非常有趣的结果,这表明,实行公司制改造和私有化发挥了主要作用在增加激励的文化(徐&王,1997)。所有的国有企业不相信给员工激励的概念的基础上,他们的表现。但民间组织更关注增长的增长和司机只是巨大的激励组织的经理和所有的员工。所有制结构中扮演一个重要的角色在决定补偿或奖励的员工,在这项研究中,我还将试图找出所有权结构的影响中国上市公司的动机。我们已经看到,由于一些历史原因,所有的中国上市公司的所有权结构不同于其他国家的同行。有三种类型的共享在中国组织的国有股份,法人股份和可交易的普通股。地方政府和中央政府持有这些国有股和国有企业法人股份。个人和私人组织可以有交易常见的股票,这些股票是在上海或深圳证券交易所交易。
新西兰论文：企业利益与员工薪酬
Sometimes conflict of interests arises between the company’s shareholders and the management and if the allocation of incentives to management is appropriate, most of the conflicts can be solved. Incentives are effective only if they are given on the basis of best evaluation. Organizations cannot give incentives to everyone and it should be given on the basis of some criteria which can be measured and evaluated easily. We need to identify some of the measures which can identify the contribution of the manager in the financial growth of the organization (Firth, 2006). Compensation of managers and its determinants is one of the most discussed topics of research and results of this research have shown a tremendous growth in the countries like USA and also in some of the developing countries. There are very few researches happened on China and on this topic but in China we get some very interesting results which show that corporatization and privatization has played a major role in increasing the culture of incentives in the country (Xu & Wang, 1997). All the state owned firms did not believe in the concept of giving incentives to employees on the basis of their performance. But private organizations focus more on the growth and the driver of that growth is nothing but huge incentives to the managers and all the employees of the organization.
Ownership structure plays an important role in deciding the compensation or incentives of the top employees and in this study I will also try to find out the impact of ownership structure on the incentives of the Chinese listed firms. We have seen that because of some historical reasons the ownerships structure of all the listed Chinese organizations is different from their counterparts in other countries. There are three types of share in China’s organizations which are state shares, legal entity shares and tradable common shares. Local and central government hold these state shares and state owned enterprises hold legal entity shares. Individuals and private organizations can have tradable common shares and these shares are traded in either of shanghai or Shenzhen stock exchange.