Doyoung Kim

Contracts Offered by Bureaucrats

We examine the power of incentives in bureaucracies by studying contracts offered by a bureaucrat to her agent. The bureaucrat operates under a fixed budget, optimally chosen by a funding authority, and she can engage in policy drift, which we define as inversely related to her intrinsic motivation. Interaction between a fixed budget and policy drift results in low-powered incentives. We discuss how the bureaucrat may benefit from stricter accountability as it leads to larger budgets. Low-powered incentives remain even in an alternative centralized setting, where the funding authority contracts directly with the agent using the bureaucrat to monitor output.

On the determinants of director additions and removals

This article studies director additions and removals for S&P 500 firms during the period 2000 to 2003. It finds that firms with smaller board size than estimated efficient levels add more and remove fewer directors than firms with larger board size. It also finds that firms with lower board independence than estimated efficient levels add more and remove fewer independent directors, and add fewer and remove more nonindependent directors than firms with higher board independence. These findings suggest that firms add and remove directors to adjust board structure in a manner consistent with economic efficiency.

The use of stock-based pay for sorting: an empirical analysis of compensation for new CEOs

Examining stock-based compensation for newly hired CEOs, this article finds that the sensitivity of stock-based pay to performance is higher for new economy, young and volatile firms. Of the components of stock-based pay, it is option grants that generate such variation across firms. It also finds that this cross-firm variation in pay-performance sensitivity is more pronounced for the CEOs first year in office. These findings support the view that firms use stock-based pay to new CEOs for sorting.

On the information-gathering role of firm-sponsored training for new hires

According to Becker´s human-capital theory, employers tend to underinvest in general training relative to specific training because it increases their existing employees´ outside opportunities. We show that this is not necessarily true if training has an information-gathering function that allows an agent to learn his skills. An example is the training of new hires. When training creates an information asymmetry between the principal and the agent, the principal may overinvest in general training relative to specific training. General training helps the principal reduce the incentive problem inside the firm. Becker´s result of underinvestment in general training may not hold when training creates asymmetric information.

Delegation of Information Verification

An agent may manipulate information when transmitting it to the principal. A direct response to this problem is to verify the information. The paper explores a situation where the principal engages in information verification herself or alternatively delegates it to the agent. The paper finds that delegated verification can be optimal if the agent has to expend costly effort to acquire information before verifying it. Delegated verification promotes the agents incentive for information acquisition. The paper also finds that delegated verification is more likely to be optimal if the agent is more biased.