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e years as phenomenon, people began to question whether equity incentive is to motivate managers for enterprises to create more value to the company's internal governance incentives, or just a manager pocketed disguised means? How to improve the effectiveness of the equity incentive for enterprises to win more competitive advantage in the long-term prospects for development? These are the problems in the development of equity incentive mechanism in our country at present. Vanke as China's main board market opened the equity incentive precedent of listed companies, from 2006 began to implement the first phase of the equity incentive plan has been highly concerned. In terms of corporate governance by the domestic many enterprises respect as a benchmark and example of Vanke, in carry out the problems encountered in the equity incentive plan for other domestic listed company equity incentive plan formulation and implementation has a very good reference and reference.
The Vanke Group as a specific case, in-depth analysis of Vanke equity incentive scheme is implemented in the background, motivation, main content and assessment indicators determine, and for program implementation result was analyzed in detail, in order from the concrete practice of starting to explore China's equity incentive problems.
Key words: listing Corporation, equity incentive, Vanke Group， countermeasures and suggestions
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1 绪论
研究背景和意义
研究背景
随着公司控制权与所有权的分离，管理层与股东之间的委托代理问题成为公司治理中的一个重要问题，而激励是解决代理问题的基本途径和方式。由于企业的管理者与所有者的利益目标并不完全一致，因此需要通过激励和约束机制来对经理人的行为进行引导和限制。股权激励通过在一定时期内让经理人持有股权，促使他们能够在参与企业决策、承担风险、分享利润时也能以股东的身份参与进来，从而规避短期行为而将更多的关注给予企业的长期持续发展。早在 90 年代，我国企业就开始尝试运用股权激励制度来治理企业，可惜收效甚微。外部市场环境不完善、法律不健全以及内部治理结构不合理是导致我国股权激励制度未能有效实施的直接原因。随着我国股权分置改革的推进，与股权激励相关法规的不断完善使得股权激励制度得以顺利实施，股权激励方案也在