论行政权的法律监督

法律监督是对法律实施进行的监督。自人类社会设计权力的制约制度以来,始终存在权力分立与制衡以及独立设置法律监督权的两种不同思路。中国的法律监督制度诞生的历史背景和理论基础都呈现出制约权力的基本特征。从法律监督制度的制度渊源看,中国古代的言谏制度和御史制度、前苏联和现今俄罗斯的法律监督制度、西方的议会监察专员制度始终体现着独立设置法律监督权的制度设计路径。我国承担法律监督职能的检察机关应当恢复法律监督的本来含义,尝试对抽象行政行为、具体行政行为的合法性和合理性进行监督。     

中国绿色增长政策执行主体协同网络演化研究

    绿色增长政策是实现绿色发展战略的重要保障,强化主体协同合作是提升绿色增长政策执行效率的有效措施。本文运用社会网络分析法,绘制不同阶段中国绿色增长政策执行主体协同网络图谱,构建协同“广度-强度”二维矩阵,分析政策执行主体协同网络的整体结构特征及主体角色演化规律,辨识核心主体及其对协同网络运行的作用逻辑与影响趋势。结果表明：在中国绿色增长政策执行主体协同网络演化过程中,整体网络规模扩大,网络稳定性和信息传递速率提升,网络结构从独立松散向集中均衡转变;国务院、生态环境部、地方人民政府和个人等核心主体发挥主导、组织、协调和连通功能,构建绿色发展战略下的分工协作机制,进一步促进整体网络结构的稳定和高效。     

股权激励与股利政策稳定性研究——基于非效率投资的遮掩效应

本文以企业非效率投资值量化高管寻租水平,研究了股权激励对现金股利政策稳定性的影响,并探析了非效率投资在股权激励影响股利政策稳定性中的作用机制。基于代理成本理论、股利信号理论,结合我国股利政策研究现状,将股东普遍关注的现金股利政策稳定性作为股权激励效果评价的参数,选取2006—2015年A股上市公司数据,利用自由模型非参数法测定股利政策稳定性水平,借助残差分析法测算非效率投资水平,通过面板回归和层次分析法得出了以下结论：（1）股权激励后非效率投资水平增强且股利政策稳定性下降,因而股权激励不一定会发挥正效应;（2）非效率投资水平与股利政策稳定性负相关,即低效率投资减少企业自由现金流量,进而导致企业股利政策波动增强;（3）非效率投资在股权激励对股利政策稳定性的影响中,并非起到“中介作用”,而是遮掩了股权激励后股利政策稳定性的下降程度,成了高管寻租时的一个面具。论文据此提出以下对策建议：(1)客观看待股利平稳性指标,完善股权激励效果评价指标体系;(2)建立健全企业投资效率监督体系,长短期监控相结合;(3)优化上市公司股权激励方案设计,动态调整期权与股票授予比例。     

内部控制、高管激励与创新绩效——基于内部控制有效性的实证研究

以2012~2014年A股上市公司为样本,检验高管激励对企业创新绩效的影响以及内部控制对该影响的调节作用.研究发现,薪酬激励的增加对于促进高管进行创新活动起到推动作用,在内部控制有效性充分的环境下,高管激励与创新绩效的正相关关系会显著增强.进一步研究发现,内部控制治理效应的有效发挥促进了创新产出对企业绩效的正向影响.     

我国中央企业上市公司薪酬差距与管理绩效关系研究

基于2013～2014年中国中央企业上市公司数据,对薪酬差距与企业管理绩效之间的关系进行实证研究.结果表明:扩大高管员工的薪酬差距与高管团队之间的薪酬差距均有利于提高企业业绩水平,得到更好的企业管理绩效.同时,中央企业上市公司高管与员工的薪酬差距还与企业的资产规模、企业的资本结构、企业的盈利能力和行业特征相关.中央企业上市公司高管团队的薪酬差距同样也与企业资产规模和盈利水平有关,但与资产结构无关.     

行政科学决策探析

行政决策是行政管理的一项重要职能,体现着国家意志,对社会发展影响深远,科学决策是现代行政决策的必然选择。从行政科学决策的必要性和应把握的原则以及提高行政科学决策水平的具体途径等方面进行有益的探讨。     

影响示范性高职院校项目执行力的主要因素

2006年国家示范性高职院校建设计划启动并实行项目管理。从教育部、财政部联合发布的"网站观测简报"及各项目进展情况来看,各示范建设高职院校的项目执行能力参差不齐。通过项目团队素质和项目管理经验两大方面,分析了影响国家示范性高等职业院校建设项目执行力的主要因素。     

高校开展行政监察工作的现状分析与对策思考

随着高等教育改革发展的深入推进,高校面临着许多新情况、新问题,如何进一步强化内部行政监察职能,更好地贯彻"依法治教"方略,有效遏制腐败行为,成为了高校管理中面临着的一个重要课题.在对目前高校开展行政监察工作现状进行分析的基础上,查找存在的主要问题,提出新形势下进一步做好行政监察工作的对策措施.     

Developmental co‐ordination disorder (DCD): more than just a movement difficulty

Developmental co‐ordination disorder (DCD) also known as dyspraxia, is characterised by severe impairment of movement that has a detrimental effect on activities of daily living. This impairment of movement can be the result of poor planning or execution during an action. An assessment for DCD usually comprises of a standardised test for movement skills and clinical observations, but an assessment may not always consider both planning and/or execution components. This study used an ecologically valid task to examine how typically developing children compared with children with DCD plan and execute their movements in response to a novel movement challenge. Children were asked to cross a ‘river’ using as few ‘stepping stones’ (carpet tiles) as possible without falling in. The study measured a number of variables in order to construct a profile of the child's ability to plan and execute movements, including pattern and consistency of movement, and distance travelled by each child, as well as the ability to formulate and correct their plan. The results of this pilot study showed both differences and similarities between the two groups, with the DCD group showing more difficulties in planning, executing and in correcting their movements, as well as being more inconsistent in their movement patterns. The results are discussed in terms of the need for multiple measures for a complete assessment of a child, the implications for educational practice and the potential of an additional clinical tool to aid intervention in children with DCD.     

Executivism and deanship in selected South African universities

It has been argued that traditional governance practices and decision making associated with the collegial model are no longer effective in universities, and business-like management techniques should be adopted. Dwindling resources, external demands for accountability, and increased competition for market share, have resulted in efficiency measures and increased demand for performativity. Executive leadership techniques that crept into universities during the early 1980s, referred to as ‘managerialism’ or ‘executivism’, are now widely practised. The increased focus on managerialism in the last decade has resulted in collegial crises and heightened conflicts between academics and administrators. The emergence of ‘executive deanship’ in South African higher education about a decade ago was in keeping with international trends and local demands for efficiency and performativity. With specific reference to the universities in the Gauteng province, this paper argues that the blanket introduction of executive deanship (referred to as executivism) appears not to have contributed to the envisaged operational efficiency, performance, and effectiveness, as initially claimed. Rather than fostering an enabling and empowering environment, it has added new layers of complexity to deanship pointing to a potential crisis in the advancement of the academic project. The position of dean is now more management oriented and allows little or no room for strategic intellectual and academic leadership.