Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · ·...
Transcript of Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · ·...
![Page 1: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/1.jpg)
Yesterday�s Heroes:Compensation and Creative Risk Taking
Ing-Haw Cheng� Harrison Hong�� Jose Scheinkman��
�University of Michigan
��Princeton University and NBER
Chicago Fed Conference on Bank StructureMay 4, 2011
![Page 2: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/2.jpg)
Was it the Bonuses?
Tim Geithner on executive compensation (June 6 2009Congressional testimony on the Treasury budget):
"I think that although many things caused this crisis, whathappened to compensation and the incentives in creative risktaking did contribute in some institutions to the vulnerability thatwe saw in this �nancial crisis. We need to help encouragesubstantial reforms in compensation structures particularly in the�nancial industry."
![Page 3: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/3.jpg)
Prevailing View: Mis-Governance, Duped Investors
Implicit in this view: Managers are out of control; banks like Enron.
Compensation reforms in the US:
I Compensation czar to not "reward employees for short-term ortemporary increases in value"
I Dodd-Frank legislation increases disclosure of pay packagesand shareholder say on pay
Implicit assumption of misalignment with shareholder interests.
![Page 4: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/4.jpg)
Alternative View: Shareholder Pressure
Alternatively, perhaps investors of some �rms very much wantedand compensated their managers to take creative risks:
�When the music stops, in terms of liquidity, things will becomplicated. But as long as the music is playing, you�ve got to getup and dance. We�re still dancing.�- Chuck Prince, Citigroup, July 2007
![Page 5: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/5.jpg)
Our Paper
We test the alternative hypothesis using a neglected insight fromoptimal contracting with hidden action and risk-averse agents
I Empirically, slopes proxied by insider ownership stake seem tohave little relation to risk (Prendergast 2002, Fahlenbrach &Stulz 2010) despite the negative relation predicted by the I.C.,for many possible reasons
I Managers�hidden actions may be more important in high riskor price volatility �rms and hence insider ownership stakesmay not decrease with risk, or may increase
I Insider ownership stakes subject to personal portfolio choicesof overcon�dent managers (Malmendier and Tate, 2005)
![Page 6: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/6.jpg)
Main Insight
Rather than studying slopes, we take an alternative strategy andstudy the oft-neglected participation constraint
Key prediction: if slopes have little relation to risk, totalcompensation must rise with risk to satisfy agent�s participationconstraint, determined by risk averse preferences
Advantage: Don�t need to use insider ownership stakes and henceavoid managerial overcon�dence. Use �ow pay from �rms directly.But can�t decompose into levels and slopes.
![Page 7: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/7.jpg)
Results
Our two main �ndings are as follows:
1. We �nd that there is a positive link between compensation,measured as payouts to top 5 executives, and risk-takingmeasures
2. We �nd that �rms with higher payouts and more risk-takinghave higher institutional ownership, with little correlation ofcompensation levels with governance variables
Suggests that compensation is about investors with heterogeneousrisk preferences incentivizing �rms to take di¤erent levels of risk,consistent with contracting theory.
![Page 8: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/8.jpg)
A Simple Model
Suppose output isx = ha+ ε
where h re�ects agents�marginal productivity, a re�ects agents�e¤ort choice, and ε = N
�0, σ2
�.
Firms may be heterogeneous along h and σ2.
Risk-averse CARA agents have a linear sharing rule s (x) = α+ βxwith a risk-neutral principal and maximize payments net of e¤ortcost c (.) and utility loss from risk:
maxa
8><>:α+ βha| {z }E [s(x )]
� c (a)� γ
2β2σ2
9>=>;
![Page 9: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/9.jpg)
IC vs IR
Familiar equlibrium piece rate (IC, or slope):
β� =1
1+ γσ2c 00 (a�) /h2
Participation constraint (IR, or level):
T = E [s (x)] = u + c (a) +γ
2β2σ2
![Page 10: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/10.jpg)
Intuition
Proposition. If ∂β�/∂σ2 = 0, then for a wide class of costfunctions c (.), ∂T �/∂σ2 > 0.
Intuition. Suppose e¤ort cost is quadratic, and[∂h/h] /
�∂σ2/σ2
�= 1/2: in the cross-section, high marginal
productivity �rms are also high risk �rms.
(IC) ∂β�/∂σ2 = 0. Want to give agents more incentives at risky�rms (high marginal productivity of e¤ort), but this is costly(risk aversion)
(IR) ∂T �/∂σ2 > 0. Agents at high risk �rms will be paid more forextra work and extra insurance
T = u + c (a) +γ
2β2σ2
![Page 11: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/11.jpg)
Measuring Compensation
The testing whether the level of pay T � increases with risk, we lookat what �rms pay annually to their top managers (total �ow pay)
Flow pay captures compensation practices of principals
I Less contaminated by cumulated decisions of managers in thepast which in�uence current level of insider stakes
This implies we cannot use the �ow pay to test any predictionsabout the IC constraint, but focus is on the IR constraint
![Page 12: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/12.jpg)
Adjusting for Size and Industry
Look at total direct compensation (bonuses, salary, non-cash pay)to top 5 executives, 1992-2008
I Data for compensation comes from ExecuComp, risk and pricemeasures from other sources
Control for �rm size since best people work for biggest �rms,di¤erent �nance sub-industries
I These are already netted out in the theory
Three classi�cations of �nance sub-industries: primary dealers,banks/bank-holding-companies, and insurers
![Page 13: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/13.jpg)
Up and Down Years
Ad-hoc split for simplicity across two periods when markets roseand fell. Similar results when pooling data.
Early Sample
I 1992-1994, compute average total pay of top 5 executives,residual �rm size by industry
I 1995-2000, compute risk measures
Late Sample
I 1998-2000 for residual compensationI 2001-2008 for risk
![Page 14: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/14.jpg)
Residual Compensation 1994
BACNB
BSC
CMB
CCI
TRV
MERMS
CCR NOBWFC
WB
AIG
BRK
56
78
910
Log
Avg
Com
pens
atio
n, 1
992
1994
11 13 15 171994 Log Market Capitalization
Primary DealersBanksInsurers
![Page 15: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/15.jpg)
Residual Compensation 2000
BACBSCCMB
C
MERMWD
LEHGS
CCR WM
WFC AIG
BRK
MBI
ABK
56
78
910
11Lo
g A
vg C
ompe
nsat
ion,
199
820
00
5 7 9 11 1319982000 Log Avg Market Capitalization
Primary DealersBanksInsurers
![Page 16: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/16.jpg)
Persistence
Strong persistence in residual compensation levels
I Correlation of residuals across two periods is 0.76. Weakeconomic signi�cance for Returns and CEO Turnover
Residual Comp. Residual Comp.(1998-2000) (1998-2000)
Residual Comp. 0.8258 0.8411(1992-1994) [7.6847]*** [7.4853]***
Returns -0.0504(1995-1997) [-0.7256]
CEO Turnover -0.0245(1995-1997) [-0.2132]Constant -0.0507 0.0033
[-1.1615] [0.0400]R2 0.5723 0.5833
![Page 17: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/17.jpg)
Risk and Compensation
Positive relationship between risk and level of compensation
I Near-zero relationship between incentive slope and risk(similar to Fahlenbrach and Stulz, 2010)
LHS: Resid. InsiderRHS: Comp. Ownership
Price Risk Early Period 0.2319 -0.0027Score [3.7198]*** [-0.4211]
Late Period 0.3008 -0.0146[3.1127]*** [-1.0216]
Excess Early Period 0.0556 0.0002Returns [2.1758]** [0.1184]
Late Period -0.1597 0.0184[-3.0175]*** [1.5473]
![Page 18: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/18.jpg)
Price-Based Risk Score
Average z-scores for Beta, Volatility, and ABX Exposure
BACNB
BSC
CMBCCI
TRV
MERJPM
MS
CCR
NOBWFC
WB
AIG
BRK
MBI
Slope: .232t: 3.72p: 0
21
01
2R
esid
ual C
ompe
nsat
ion,
199
219
94
2 0 2 4PriceBased Risk Score, 19952000
Panel F
BAC
BSC
CMBC MERMWD
LEH
GS
CCR
WMWFC
AIG
BRK
MBI
ABK
Slope: .301t: 3.11p: .002
21
01
2R
esid
ual C
ompe
nsat
ion,
199
820
001 0 1 2
PriceBased Risk Score, 20012008
Panel G
![Page 19: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/19.jpg)
Stock Price Exposure to ABX AAA
BAC
BSC
CMB CMERMWD
LEH
GSCCR
WMWFC
AIG
BRK
MBI
ABK
Slope: .697t: 3.29p: .001
21
01
2R
esid
ual C
ompe
nsat
ion,
199
820
00
.75 .25 .25 .75 1.25Exposure to ABX AAA, 20062008
Panel E
![Page 20: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/20.jpg)
Residual Compensation and Performance
BACNB
BSC
CMBCCI
TRV
MER
JPM
MS
CCR
NOBWFC
WB
AIG
BRK
MBI
Slope: .056t: 2.17p: .031
21
01
2R
esid
ual C
ompe
nsat
ion,
199
219
94
2 0 2 4 6 8Cumulative Excess Return, 19952000
Panel H
BAC
BSC
CMBCMERMWD
LEH
GS
CCR
WM WFC
AIG
BRK
MBI
ABK
Slope: .16t: 3.0p: .003
21
01
2R
esid
ual C
ompe
nsat
ion,
199
820
001 0 1 2 3
Cumulative Excess Return, 20012008
Panel I
![Page 21: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/21.jpg)
Economic Signi�cance
Typically a one-standard deviation of risk is associated withresidual compensation that is 0.15-0.30-σ higher
I Example: one-sigma increase in ABX exposure is associatedwith a 0.32-σ increase in compensation
High residual comp list includes a variety of �rms, big and small, invarious industries
I Fremont, Riggs, Hartford Financial, BSC, MBIA
![Page 22: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/22.jpg)
Other Findings and Robustness
Robust to the following checks:
1. Calculating residual compensation controlling for asset valueinstead of market cap
2. Controlling for book leverage on the right hand side(heterogeneity not just book leverage)
3. Excluding CEO when computing residual pay
4. Works in non-�nancial industries (but heterogeneity is a largerconcern)
![Page 23: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/23.jpg)
Mis-Governance or Shareholder Demand?
Governance measures not correlated with compensation orrisk-taking measures
High residual compensation, high risk-taking �rms, also have highinstitutional ownership and high stock turnover
RHS (columns): % Indep. Institution StockLHS (rows): G Index E Index Directors Own. Turnover
Residual 0.0044 -0.009 0.1217 0.936 3.9324Comp. [0.2312] [-0.2106] [0.2885] [3.9281]*** [3.0439]***
Price Risk 0.0217 0.0369 0.5069 0.5345 6.2789Score [0.9320] [0.7458] [1.0928] [1.8050]* [3.2620]***
Suggests investor heterogeneity related to contract heterogeneity,particularly for institutions (Hartzell and Starks, 2003)
![Page 24: Yesterday™s Heroes: Compensation and Creative Risk …/media/others/events/2011/... · · 2014-11-15Flow pay captures compensation practices of principals ... Control for –rm](https://reader034.fdocuments.in/reader034/viewer/2022042801/5b0500467f8b9a0a548e6d0d/html5/thumbnails/24.jpg)
Conclusions
Evidence that high compensation is persistent and related to highrisk and tail performance
I Consistent with implications of participation constraint fromclassical agency theory
I But not an Enron-style story of naïve investors andout-of-control managers per se
Institutional ownership suggests less of an issue with governancevis a vis investors with heterogeneous risk preferences incentivizing�rms to take di¤erent levels of risk.