Study On Performance Of Small And Medium Sized Commercial Bank Corporate Governance

SMCBs through continuous efforts and changes in management and governance structure has achieved great development, the reason why they get such a fast development is that they have a lot of competitive advantages:Firstly, SMCBs market share is relatively small, business strategy and marketing flexible, having much small and medium sized customers, compared with state-owned banks, they are subject to the impact of foreign banks would be much smaller; secondly, the local government departments in order to make local interests maximize performance landscaping will provide more human, material and technical support for small and medium sized commercial banks, thus speeding up the development process of local small and medium banks.But at the same development, there have been many problems, compared to five state-owned commercial banks, small banks ownership structure is irrational, the local government stake is too high, the board of directors of commercial banks to intervene daily decision making, making the small and medium commercial banks can not according to the reality of effective scientific change, thus affecting the development of small independent banks, is not conducive to commercial banks to improve business performance. Therefore, the in-depth study of small and medium commercial banks Governance Performance Company has important theoretical and practical significance.This paper describes the background and significance, but by learning and absorbing domestic and foreign research theory and theoretical basis to the principal-agent theory, stakeholder theory and the theory of super-property basis, analyzing commercial bank corporate governance and business performance among banks relationship, providing a general framework for the study of bank corporate governance performance. Later explained the corporate governance of equity management, the size of the board of directors, board of supervisors and senior executives average salary scale of the bank’s operating performance impact mechanism, to prepare for the next chapter in the empirical analysis.The methods of quantitative analysis of the current situation with the corporate governance of listed small and medium commercial banks were investigated and found that the concentration of ownership of small banks is not high, the difference is large, there is no obvious "surge dominant "phenomenon, and the largest shareholder of mostly state-owned shares, the state government through a variety of ways to become the bank’s largest shareholder, with absolute controlling stake; listed small banks have introduced independent directors and external supervisors post, played a The supervisory role; the Board of Supervisors and senior management are part of a double phenomenon. Then, this paper chooses the listing of 11 small and medium commercial banks (including eight three joint-stock commercial banks and city commercial banks) 2009 Annual data--20135 years, according to research framework of corporate governance, ownership structure from four aspects, the Board of Supervisors, incentive pay and other senior executives of listed commercial banks to small and medium corporate governance and its impact on bank performance in pairs Empirical Analysis. The results show that:the ownership concentration negatively correlated with bank performance; board size and bank performance positively correlated; scale independent directors and bank performance negatively correlated; scale external supervisors positively correlated with the rate of non-performing loans; average operating performance pay executives with commercial banks There was a positive correlation.Finally, the theoretical analysis and empirical basis of the text on the previous findings, in order to improve China’s listed commercial banks to small and medium corporate governance performance, make recommendations, such as the formation of dispersed ownership balance, strengthen the management and review of commercial bank equity related transactions, and strengthen the role of the board of directors to establish and improve independent director system and information disclosure system, emphasizing the Supervisory Board functions, establishing a diversified incentive pay system.