1) managerial incentive
管理者激励
1.
On Enterprise Risk Hedging and Managerial Incentive;
论企业风险对冲与管理者激励
2.
We discuss the problem of managerial incentive from the viewpoints of financial contracts and allocation of decision rights,and think that the allocation of decision rights between managers and investors exerts great influence on managers action and protection of investors.
突破传统的现金流分析思路,从金融契约和决策权配置视角分析了管理者激励问题,认为外部投资者和经营者之间的决策权配置对经营者行动选择和投资者利益保护产生重要影响。
2) manager incentive
管理者激励
1.
Based on the analysis of capital structure, the paper investigates the mechanism of capital structure optimization under the agent theory frame, and deems that debt mechanisms, manager incentives and replacement mechanisms play a very important role on the capital structure optimization for our state－ owned enterprises reformation.
本文在对公司资本结构分析的基础上，研究了代理理论框架下的资本结构优化机制，认为债务机制、管理者激励和替换机制对我国当前的资本结构优化具有重要意义。
3) incentive constraint
激励约束
1.
This paper improves traditional incentive constraint contract,in which assumed principal was always risk neutral,and gives an amended result of principal-agent contract on condition that principal is risk avoidable.
改进了传统人才激励约束合同设计中的主体风险中性的假定,提出了在主体风险规避假定下委托-代理合同的修改结果。
4) incentive and restraint
激励约束
1.
State-owned assets Supervise、Principal-agent、Incentive and restraint;
国有资产监管、委托代理与激励约束
2.
These special characteristics make the corporate administration mechanism-the incentive and restraint mechanism for the managers ineffective.
我国上市公司的股权结构呈现国有股权比重大、股权过于集中、股权分置等独特的特点,这些特殊的股权结构特点导致公司治理机制———对经营者的激励约束机制失效。
3.
In the historical development of the incentive and restraint mechanism,the US corporate governance underwent four stages,i.
以激励约束机制变化为依据,把美国公司治理变迁划分为经理人员控制权地位的确立、经理人员职权的扩大、独立董事制度的引入和从强调激励到激励约束并重四个阶段。
5) Incentive and restriction
激励约束
1.
On the Balanced Mechanism for the Operators Incentive and Restriction and the Enterprise s Governance Pattern;
经营者激励约束均衡机制与企业治理模式
补充资料：民主管理激励
民主管理激励
democratic management encouragement
民主管理激励(d emoeratie managementencouragement)让职工参与管理，以便调动其积极性和创造性，这是现代管理心理学中十分重视的问题。“参与”不仅能“参与”管理，更重要的是“参与”决策。它能充分调动职工的积极性，培养他们的主人翁感。“参与”也是一种智力开发，怎样让职工“参与”管理，比如建立健全职工代表大会，确立并强化职工在企业中的主人翁地位，让工人参与企业重大问题的决策和管理，发动广大职工献计献策，提合理化建议等。总之，应尽量设法调动广大职工的积极性。 (刘红委撰王极盛市)
说明：补充资料仅用于学习参考，请勿用于其它任何用途。
参考词条