With the cost of Employee bonus in 2008, the performance of employee stock options with 39¡¦s bulletin is going to adopt fair market value to accept the expense. The purpose of sequenced policy is make the corporate finance transparently and able to connect with international business. However, with the performance of policy, it did gain the cost of encouragement especially high tech industry. Therefore, author is going to use simulated statements to observe the influence of the cost of encouragement in this project. By the case study, it is found that most of enterprises experience the limited impact in the short term and positive growth in the long term. Moreover, due to the performance of stock options, companies generally have three phenomenons that are increased cash flow, protected levy design and reduced EPS (Earnings per share). On the other hand, the censorable stock bonus policy, compared with previous one, is able to lower the situation of diluted stock and to reduce the concern of shareholders. The only huge issue which is ready to break through for firms nowadays is how to design a flexible system to encourage the employees who usually earn more than one million NT dollars by stock bonus policy.

Based on the Statement of Financial Accounting Standards No.39, the employee bonus plan is treated as an expense item rather than earnings distribution of a firm. The empirical study examines the relationship between complementary measures of expensing employee bonus plan and earnings management. This research hypothesizes that managers will have stronger incentives to manage earnings when the new regulation will start to implement. This research empirically tests the differences in earnings management behaviors between Taiwanese technology firms and Taiwanese nontechnology firms. This research used the Modified Jones model (1995) to measure the discretionary accruals and design a regression model to testify empirical tests. This research also used pair t-test to examining the mean difference tests. The empirical results indicate that there is a significant difference between the dummy variable for industry classification and discretionary accruals. There is a significant positive relationship between discretionary accruals and earnings. There is a significant negative relationship between discretionary accruals and cash flow from operations. There is a significant difference between the discretionary accruals and administrative expenses. There is a strong connection between new regulation and managers¡¦ bonus. In order to protect their self-interests, the results show the changeable of earnings management behaviors.

In 1984, in the background that the level of salary in Taiwan was far lower than Europe and America, UMC was the first company setting up the employee bonus shares as well as the allotment of stock dividends in order to allure the domestic and overseas elites. Afterwards, this mechanism has become the characteristic of Taiwan¡¦s electronic industry to appeal the talents . By 2007, the issue of expenditure of employee bonus shares emerged. Undoubtedly, the high technology industry, in which the employees benefitted the most from the system of employee bonus shares and the allotment of stock dividends, was the one being impacted the most. Therefore, every company took various measures to avoid the employees¡¦ leaving and maintain the company competitive in response to this situation. The system of expenditure of employee bonus shares has been conducted for 2 years since 2008. So the impacts of this mechanism have been presented and the influences of those responsive measures should have been in effect. What was the impact from the system of expenditure of employee bonus shares to Taiwan¡¦s high-tech industries indeed? What was the measure dealing with the human resources that each company took to reply this situation? Thus, this study took some Taiwan public high-tech companies and consultant companies famous for its specialization in employee salary and bonus as our case studies. Through the collection of these case studies, we found some common measures between these companies. Besides, to increase the practical value of this study, we analyzed the measures, the background factors, and all the impacts in details and in depth. In sum, we hope we could offer the directional guidelines for the development of innovative employee incentives and provide some advices to those companies encountering the problems in designing the reward system. The findings were listed as below: 1. For the most companies, they did not take the timely measures in 2008. In the year of 2008, the global economic climate declined. Each company focused on the matters how to increase the sales and decrease the expenditures, so they viewed the leaving of employees as healthy and allowed. That was why they did not take timely measures for the system of expenditure of employee bonus shares. By 2010, due to the economic climate recovery, the sales of each company turned better and the companies started to plan the new reward mechanism to induce and keep those elites in house. 2. Those responsive measures only focused on the adjustment of the employee reward system, but other human resources practices did not change too much. Those respondents emphasized largely in the adjustment of the salary structure or other new design of the reward system; however, they did nothing to the side of the human resources. 3. The number of transfer is expected to increase largely in 2010. Because the economic climate and the income of each company are getting better, the respondents all anticipated they will be impacted by the increasing turnover rate of their employees. Similarly, recruiting talents from other corporations would get intense and the employees would start to search the opportunity to serve in other company. In addition, the human resources would leap over from one industry to another, because the incentive of the employee bonus shares in high-tech industry disappeared. As result, the high-tech industry may not be the first priority for a job. The brand power of the company, the operating status, the vision of the future, and even the individual growth for the employees could be the major indicators for a job. To sum up, from the case studies in regard to the human resources practices in Taiwan¡¦s high-tech industry, we could find the system of expenditure of employee bonus shares did not bring the severe change to the human resources in Taiwan¡¦s high-tech industry. In fact, the hugest influence is that the high-tech industry is not so attractive as before anymore. In the future, competing for the human resources would not only limit to the high-tech industry, because other outstanding corporations from various industries and the foreign companies may lead to the flow of those elites moving between industries.

公司的順利有效運作仰賴企業整體共同努力，透過發放以公司績效為計算基礎的酬勞及紅利，期望能增加董監與員工的工作動機，進而達到提升公司績效之目的。然而，我國於費用化制度實施前，董監酬勞與員工紅利之會計處理係作為盈餘分配項，而非列為薪資費用，此作法受到外資及投資法人的批評，認為台灣企業的財務報表無法允當表達其實質經營狀況。為消除相關人士的抨擊，並與國際會計準則接軌，我國陸續修訂法律、頒布公報及解釋函令，規定自2008年1月1日起，員工分紅及董監酬勞費用化制度正式開始實施。 本研究欲探討在費用化制度實施後，公司的酬勞及紅利制度將產生什麼變化，且該項制度的變動是否會改變對董監及員工的激勵誘因，進而影響公司績效。本研究實證結果顯示，員工分紅費用化制度實施後，公司發放的董監酬勞佔稅後淨利比例無顯著變化。在員工紅利部分，現金紅利比重提高，股票紅利比重則降低。無論於費用化制度實施前或後，給予員工現金或股票紅利，皆有助於公司提升經營績效；惟費用化後，現金紅利之激勵效果變差，股票紅利則變好。此外，若同時比較員工現金與股票紅利兩者，可發現無論是費用化實施前或實施後，現金紅利對於提升公司經營績效之效果皆較佳。 / The success of corporate operations relies on the efforts of all people in the firm. By distributing compensation and bonus which are based on corporate performance, it not only can enhance directors’ and employees’ work motivation, but also achieve the purpose of better corporate performance. The accounting treatment for director compensation or employee bonus used to be recognized as a part of corporate earnings distribution, not as an expense. This method was, however, criticized for its failure to present the true operating results of a company. In order to solve this problem and in accordance with the IFRS treatment, the government amended the related laws and required that both director compensation and employee bonus be recognized as salary expense after January 1, 2008. The purpose of this study is to investigate the changes in director compensation and employee bonus after the above new regulation took effect. This study also examines whether this change alters the incentives to directors and employees. The empirical results show that after the new accounting treatment, no significant changes in the percentage of director compensation to net income. When it comes to employee bonus, the percentage of cash bonus increased, but the stock bonus declined. In addition, employee cash and stock bonus, no matter being treated as an expense or not, did help the firms to enhance performance. However, cash bonus’ motivation effect became lesser, whereas stock bonus’ effect increased. Furthermore, cash bonus was more effective than stock bonus in improving corporate performance before and after the expense treatment for employee bonus.

員工分紅制度用以激勵員工，卻對股東權益有『稀釋效果』，其對股東財富之關係如何？本研究將探討員工分紅制度是否能提高公司的市場績效與財務績效，進而彌補因為稀釋效果所造成股東報酬的減少。此外，本研究認為企業在制訂員工分紅政策時，必定會受到公司特性的影響，故本研究亦探討公司特性與員工分紅政策之間是否具有關連性。實證結果發現，員工分紅制度與公司績效之關連性方面，現金紅利與會計績效間呈現正向相互影響，與市場績效呈現負向相互影響，而股票紅利與市場績效間存有負向相互影響，且無法顯著提升會計績效。員工分紅政策與公司特性之關連性方面，公司規模、人力資源重要性、成長機會與員工紅利成現正相關，唯成長機會與現金紅利無顯著相關。 / The employee bonus policy in Taiwan makes manifest contribution to the upgrade of local high-tech firms. Such policy attracts eminent employees while causing direct losses to the equity of stockholders. Is it definitely a good policy? This study investigates if this policy improves firms’ accounting performance and market performance and if there exists an association between the employee bonus policy and firms’ characteristics. The results indicate that there is a positive relationship between the employee bonus and accounting performance, but accounting performance doesn’t have significant positive effect on stock bonus. Negative association between the employee bonus and accounting performance exists, but the negative relationship between cash bonus and market performance is not significant. The firm size, importance of human resource and opportunity of growth all have positive effects on the employee bonus, but opportunity of growth has no significant effect on cash bonus.

財務會計準則公報第39 號「股份基礎給付之會計處理準則」於2008 年起正 式實施，強制規定公司所發放之員工分紅必須認列為費用而非視為盈餘之分配，如此一來，公司管理階層是否會因此考量其盈餘報導之美觀性，導致減少發放員工分紅，以及員工分紅費用化後，是否仍會造成公司管理階層採行盈餘管理。此外，本研究以員工分紅費用化作為一重大事件，深入研究經理人對其分紅之行為模式是否會因而受到改變並趨向利益掠奪假說，並探討經理人持股與獎酬分紅兩者間之關係是否因公司治理程度不同以及發放對象為經理人與一般員工時是否有所不同。 實證結果發現，不論有無排除費用化前一年之影響，員工分紅費用化後公司 確實會考量其盈餘之美觀性而傾向減少發放員工紅利，另雖然過去研究指出，於費用化前，資本市場早已認知員工紅利為公司費用，但公司管理階層仍會考慮投資者間仍存在的功能固著現象，針對員工分紅費用化此一事件進行盈餘管理；然而，若以未預期盈餘將樣本公司加以劃分，則在未預期負盈餘之樣本公司中，無法證實其會利用負向之裁決性應計項目進行洗大澡；最後，在分紅費用化之後，經理人持股比例與分紅金額呈正比，顯示經理人在代理問題上從利益收斂趨向利益掠奪公司，並且在公司治理較差的公司中尤為明顯；此外，經理人會同時增加對於經理人與一般員工之分紅金額。 / Statement of Financial Accounting Standard No.39 has beening implemented since year 2008, and it is a mandatory requirement for the company to recognized employee bonus as an expense rather than as a surplus of assignment. Therefore, the management might consider company’s earnings performance and result in paying less employee bonus, as well as adopt the earnings management. In addition, this paper apply the employee bonus expense as a major event to study whether the patterns of managers’ behavior on their dividends will be affected and correspond to entrenchment hypothesis. Also, this paper investigates the relationship between manerger’s ownership and bouns under the different levels of corporate governance as well as different payment objectives (e.g. managers and staff). The empirical results indicate that whether excluding the effect of the previous non-expnsing year or not, the company did consider its earnings performance and tend to pay less employee bonus after expensing employee bonus. Although other studies point out the capital market has already seen employee bonus as an expense, the company will manage earnings due to functional fixation hypothesis. However, it can’t be verified that taking big bath would exist by using negative discretionary accruals. Finally, after expensing employee bonus, managers’ ownership is directly proportional to the amount of bonus and the companies with poor corporate governance is particularly significant. In addition, managers will also increase their own and staff’s dividend amount as well and it implies the angency problem towards entrenchment hypothesis from convergence of interest hypothesis.

2008年1月1日起員工分紅之會計處理，將與IFRS國際財務報告準則接軌，即員工分紅不再是盈餘分配，而是作為當期的費用；此外，公司以股票作為員工獎酬，原則上亦須以公平價值衡量，並以費用認列入帳。預計此一會計處理之變革，將對公司、股東及員工均產生重大衝擊。而公司為減緩這些衝擊，會產生何種因應措施，即為本研究探討之對象。 由於太陽能產業在近兩三年之EPS及股價高漲。因股價為影響股票獎酬的重要因素之一，因此受員工分紅費用化之衝擊較大，故選擇兩家太陽能電池之上櫃公司為分析及訪談研究之對象，係因獎酬制度的變革對其影響較可明顯觀察。 獎酬員工之態樣甚多，經訪談兩家樣本公司後，兩家公司之管理當局均不希望政策的改變對公司的EPS造成太大的影響，然以2006年度為例，在維持員工原獲配股數不變的假設下，設算修法後對兩家公司在獲利方面分別下降了32%及15%，股東所得亦呈等額下降，員工個人綜合所得稅總稅負有可能最高分別增加161,893千元及29,383千元；而在公司分配之帳列盈餘不變的假設下，兩家公司之EPS分別減少1.5元及0.5元，股東所得降幅分別為9％及3％，員工總所得減少輻度分別為97.2%及97.4%。綜上可見在不做任何因應的情形下，其對樣本公司的EPS影響甚鉅，故兩家樣本公司勢必在此間尋求一個均衡點，修正其目前的獎酬措施，即可能會降低股票的分配比例，相對增加現金分紅的比例。 又以2005年度兩家公司員工紅利實際分配之情形分析，兩家公司員工紅利配股中分別有27％及44％，分配給公司重要管理當局，所以在此波獎酬制度的變格中，公司的管理當局也是重要的受衝擊者。另董事會及高階經理人通常是公司擬訂員工獎酬計畫的重要決策者，如公司利益與其個人利益相衝突時，是否會影響其決定員工獎酬制度的獨立性，是值得深入探討的問題。 在考量各獎酬制度之特性後，及分析整理員工分紅費用化及適用39號公報對個案公司之影響，本研究彙總結論如下: 一、公司應設算決定固定的員工分紅比例，以免超過公司章程所訂定的配比，同時可控制此對公司EPS的衝擊。 二、降低分紅配股之比重，增加現金股利之比重。 三、透過發放現金及發行員工認股權憑證或限制性股票方式，取代部分員工分紅配股。 四、在公司股價較低的時候買回庫藏股再轉讓給員工，以減少對原股東權益的稀釋程度。 本研究對實務提出下列建議： 一、法令規定員工分紅費用化後，應依費用性質列於營業成本或營業費用項下，惟該費用之估列時點與實際員工分紅分配時點可能差距一年半載，其費用性質分類如涉及有資本化之問題時，是否有操弄損益的空間？建議法令規定有更明確之規範。 二、公司的管理當局，尤其是董事會及高階經理人，為擬訂公司員工獎酬制度重要的決策者。在多數董事又身兼公司重要職務的情形下，為避免董事個人與公司、員工或股東的利益相衝突，建議應制訂法令，規範兼任員工之董事於擬訂公司員工獎酬制度時，應予利益迴避，或委由獨立董事來代表研討及擬訂新的員工獎酬制度。 三、39號公報的適用屬估計變動或會計原則變動，依目前對外公告的39號公報版本看，以估計變動的方式來處理，即不追溯調整以前年度的財務報表，此規範適切與否值得探討。 / In order to converge with International Financial Reporting Standard, the accounting treatment for distribution of employee bonus should be considered as current expense and not be deemed as part of earnings distribution starting from January 1, 2008. Besides, share compensation also has to be recognized as current expense using it’s fair value to measurement. This accounting process changed will result in significant impact on the enterprise, shareholders and employee. This study will discuss what kind of approach might be adopted by those enterprises to mitigate this huge challenge. The EPS and share price for those solar energy related industry are increasing dramatically recently. This study decided to select two solar cell IPO companies as sample to interview and analysis the impact on employee compensation scheme changed, due to the impact will be more observable compare with other industries. There are variety types of employee compensation programs. After interviewed, the management of these two sample companies stated that they are not expecting to impact the company’s EPS significantly. By using these two sample companies’ 2006 financial figures as a base, to understand the effect after amendment of the regulation. Under the assumption of non-amended employees’ distributed shares recalculating