Electronics Manufacturing Equity Incentive Impact Studies On Performance

With the rapid development of China’s economy, increased competitive pressures, many companies began to appear more and more high executive pay, but the performance of stable fixed or even declining phenomenon. As a pillar industry of China’s electronic manufacturing industry at this time whether further withstood pressure to bail out will also become a top priority. In order to better coordinate the relationship between executive pay and corporate performance and enhance the competitiveness of enterprises, many enterprises in Western countries to coordinate stakeholders owners and managers through equity incentive system, and a good solution to some principal-agent relationship. Equity incentive system as a new incentive system can not only play a stimulating effect on employees, while also able to attract the best people to make a significant contribution. In China, the equity incentive system development from2005to date only a decade, the system itself is not mature, although there are many companies from implementing its attempts to start, but due to business-to-equity incentive cognitive deficiencies, or in the program allows businesses to set the time to produce a variety of problems. Of course, we can not deny that some enterprises in the design of the equity incentive system still has its distinctive bright spot for these benefits, we should learn to pay more for those who question the defect, we should be summarized avoided.Whether by electronic manufacturing equity incentives as a benchmark for the industry from2008to2013earnings per share, return on net assets after deducting non-recurring gains and losses, operating profit and net profit attributable to the parent company of four comparative indicators, analyze the effectiveness of equity incentive in terms of performance, and proposed a common problem in electronics manufacturing implementation of equity incentive exists. Then further references TCL Group’s equity incentive plans, by comparing before and after the TCL Group from2008to2014before and after the performance of the equity incentive changes were observed its implementation, accounting information disclosure, to determine the strengths and weaknesses of its equity incentive plan and then TCL Group’s equity incentive to leam, want to share incentive plan for electronics manufacturing company later to provide some help. Meanwhile, in order to ensure equity incentive successful implementation of electronic manufacturing, respectively, from the micro-environmental perspective and the perspective of the macro environment are analyzed separately, and the capital market and professional managers market made some superficial suggestions for improvement, hoping to play some reference.