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Political Promotion, CEO Incentives, and the Relationship between Pay and Performance

Author

Listed:
  • Cao, Jerry

    (Singapore Management University)

  • Lemmon, Michael

    (University of UT)

  • Pan, Xiaofei

    (University of Wollongong)

  • Qian, Meijun

    (National University of Singapore)

  • Tian, Gary

    (University of Wollongong)

Abstract

We examine how incentives for political promotion affect compensation policy and firm performance in Chinese state-owned enterprises (SOEs). In contrast to the conventional wisdom that political incentives tend to be misaligned with value maximization, we find that the likelihood that the CEO receives a political promotion is positively related to firm performance. In addition, as predicted by models of career concerns (Baker, Gibbons, and Murphy (1987)) we find that CEOs with a higher likelihood of political promotion have lower pay levels and lower sensitivity of pay to performance. Overall, the evidence suggests that competition in the political job market helps mitigate weak monetary incentives for CEOs in China. Moreover, the Chinese example suggests that state control and political connections are not necessarily inconsistent with good economic incentives.

Suggested Citation

  • Cao, Jerry & Lemmon, Michael & Pan, Xiaofei & Qian, Meijun & Tian, Gary, 2011. "Political Promotion, CEO Incentives, and the Relationship between Pay and Performance," Working Papers 11-53, University of Pennsylvania, Wharton School, Weiss Center.
    • Handle: RePEc:ecl:upafin:11-53
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    JEL classification:

    • G30 - Financial Economics - - Corporate Finance and Governance - - - General
    • G32 - Financial Economics - - Corporate Finance and Governance - - - Financing Policy; Financial Risk and Risk Management; Capital and Ownership Structure; Value of Firms; Goodwill
    • G34 - Financial Economics - - Corporate Finance and Governance - - - Mergers; Acquisitions; Restructuring; Corporate Governance

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