論以股權為基礎的薪酬製度(ppt 29頁)

論以股權為基礎的薪酬製度內容提要：
為什麼考慮以股權為基礎薪酬製度？
Alignment of shareholders and employees’ incentive opportunities統一股東和員工的獎勵機會
Forges tighter bond between executives and other employees, as all can be put on a common incentive platform將管理層和其他員工的薪酬製度緊密結合，使公司所有員工的激勵機製趨於統一
Motivate broad group of employees to work toward common goal—inspires teamwork鼓勵廣大員工向共同的目標前進 - 鼓勵團隊協作精神
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Many companies go much deeper許多公司做得更加深入
“All-employee” option plans“全體員工”的期權計劃
Hi-tech, start-ups, IPOs高科技、創業公司、IPOs公司
Recent data suggests that well over 6 million U.S. employees have received stock options (up from 2.5 million in 1992)最新數據顯示，現已有超過600萬的美國員工持有公司股權(從1992年的250萬不斷上升)
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股權稀釋問題：
Growth in use of stock options and other share-based plans has resulted in big dilution levels股票期權和其他以股票為基礎的計劃的廣泛應用導致了股權稀釋度增加
10%–12% “overhang” 1 is now typical10%–12%的 “剩餘股票率”1 如今十分普遍
Many companies are approaching 20% overhang很多公司采用20%的“剩餘股票率”的做法

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