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1 University of Huddersfield Repository Johnes, Jill, Allcock, Deborah and Virmani, Swati Efficiency and VC pay: Exploring the value conundrum Original Citation Johnes, Jill, Allcock, Deborah and Virmani, Swati (2017) Efficiency and VC pay: Exploring the value conundrum. In: 15th European workshop on efficiency and productivity analysis EWEPA, 12 15th June 2017, London. (Unpublished) This version is available at The University Repository is a digital collection of the research output of the University, available on Open Access. Copyright and Moral Rights for the items on this site are retained by the individual author and/or other copyright owners. Users may access full items free of charge; copies of full text items generally can be reproduced, displayed or performed and given to third parties in any format or medium for personal research or study, educational or not for profit purposes without prior permission or charge, provided: The authors, title and full bibliographic details is credited in any copy; A hyperlink and/or URL is included for the original metadata page; and The content is not changed in any way. For more information, including our policy and submission procedure, please contact the Repository Team at: E.mailbox@hud.ac.uk.
2 15TH EUROPEAN WORKSHOP ON EFFICIENCY AND PRODUCTIVITY ANALYSIS (EWEPA) 12 th 15 th JUNE, 2017, LONDON Efficiency and VC pay: Exploring the value conundrum Professor Jill Johnes Dean and Professor of Production Economics Dr Deborah Allcock Dr Swati Virmani PROFESSOR Huddersfield Business School
3 Why consider pay at all?
4 Pay theory: Underpinning literature Marginal product theory The owner is the entrepreneur (Penrose 1995) The executive as the hired person (Roberts 1956) Governance Separation of ownership and control Principal agent theory (Jensen & Meckling 1976; Holmstrom 1979; Fama 1980; Jensen and Murphy 1990) Structural theory Pay related to levels of hierarchy and size (Simon 1957) Tournament theory VC pay incentivises workers at all levels (Lazear & Rosen 1981; Rosen 1986) Human capital theory Pay for your skills (Liang & Weir 1999) Tournament (Lazear & Rosen 1981; Ehrenberg & Bognanno 1990)
5 Grounded in agency theory Here lies the conundrum... The principals delegate authority to manage firms to agents Who really are the principals? What do they really want the agent to deliver?
6 Methodology UK higher education institutions (HEIs) over period 2010/ /15 Salary for 154 to 158 VCs each year Times Higher VC Pay Survey Random-effects model: Principal-agent theory Structural theory Tournament theory Log Annual pay = f (VC performance, institutional characteristics, HEI prestige, VC characteristics) Definition of performance: economist definition of efficiency? Stakeholders definition? Tournament theory
7 VC Pay VC salary converted to 2014 real values using standard RPI Real VC salary Mean Min Max N = 778 N varies by year from 154 to 159 Mean = Min = Max =
8 Explanatory variables Agency theory and performance it is difficult to define what exactly constitutes performance in higher education. For example, it may be income generation, research/teaching quality, student enrolment, achieving institution goals or combinations of all of these. This issue becomes more acute given that universities are multi-product organisations VCs face multiple principals, perform multiple tasks, and work as part of a team seeking to meet institutional goals and objectives. However, it is not unreasonable to suggest that good financial management and furthering the institution s mission should be rewarded. (Bachan & Reilly 2017)
9 Explanatory variables Who are the agents? Government Value for money efficiency Teaching performance; research performance Students (and their parents) Teaching performance; NSS Governing body Financial stability Mission
10 Explanatory variables: performance DEA managerial efficiency (VRSEFF) Inputs Primary inputs: PGINPUT (x 1 ): Numbers on postgraduate programmes UGINPUT (x 2 ): Numbers on undergraduate programmes Labour: STAFF (x 3 ): Number of FTE academic staff ADMIN (x 5 ): Expenditure on administration including staff CapitaACSERV (x 4 ): Expenditure on library and computing facilities Black Box Outputs Teaching: PGOUTPUT (y 1 ): Graduates from postgraduate programmes UGOUTPUT (y 3 ): Graduates from undergraduate programmes Research: RESEARCH (y 2 ): Income received in funding council grants plus income received in research grants and contracts
11 Explanatory variables: performance DEA managerial efficiency (VRSEFF) Inputs Primary inputs: PGINPUT (x 1 ): Numbers on postgraduate programmes UGINPUT (x 2 ): Numbers on undergraduate programmes Labour: STAFF (x 3 ): Number of FTE academic staff ADMIN (x 5 ): Expenditure on administration including staff CapitaACSERV (x 4 ): Expenditure on library and computing facilities Black Box Outputs Teaching: PGOUTPUT (y 1 ): Graduates from postgraduate programmes UGOUTPUT (y 3 ): Graduates from undergraduate programmes Research: RESEARCH (y 2 ): Income received in funding council grants plus income received in research grants and contracts
12 Explanatory variables: performance Financial security and media rankings DEA VRS efficiency (VRSEFF) Financial security index from HESA (FSI) Complete University Guide overall score (OVERALL) n mean min max VRSEFF FSI OVERALL
13 Explanatory variables: performance Financial security and media rankings Components of the Complete University Guide rankings: Entry scores (ENTRY); NSS score (NSS); Research quality (RQ); Graduate prospects (GRADPROSP); Student staff ratio (SSR); Academic services spend (ASS); Facilities spend (FS); Good honours (GOODHONS); Degree completion (COMP) ENTRY NSS RQ GRADPROSP SSR ASS FS GOODHONS COMP
14 Explanatory variables: Human capital theory VC age (AGE) VC gender (MALE) n mean min max AGE (82%) male, 139 (18%) female observations
15 Explanatory variables: Structural theory Merger activity reflected by a dummy variable to denote merger (MERGER) Size as reflected by total number of UG and PG students, divided by 1000, (SIZE) and its square (SIZESQ) 220 (28%) pre-1992, 575 (72%) post-1992 observations 4 (0.5%) merger, 791 (99.5%) non-merger observations n mean min max SIZE
16 Explanatory variables: Tournament theory Prestige reflected by pre-1992 or post-1992 (PRE1992) 220 (28%) pre-1992, 575 (72%) post-1992 observations
17 Results Performance 1 2 VRSEFFt * 0.17 * FSI OVERALLt * ENTRYt * NSSt * RQt GRADPROSPt SSRt ASSt * FSIt GOODHONSt * COMPTt
18 Results Performance VRSEFFt * 0.17 * 0.13 * 0.11 * FSI OVERALLt * 0.36 * ENTRYt * 0.21 * NSSt * 0.45 * RQt * GRADPROSPt SSRt ASSt * 0.13 * FSIt GOODHONSt * 0.11 COMPTt &4: variables relating to VC characteristics included
19 Results Performance VRSEFFt * 0.17 * 0.13 * 0.11 * 0.14 * 0.10 * FSI OVERALLt * 0.36 * 0.29 * ENTRYt * 0.21 * 0.24 * NSSt * 0.45 * 0.41 RQt * 0.02 GRADPROSPt SSRt ASSt * 0.13 * 0.09 * FSIt GOODHONSt * COMPTt &4: variables relating to VC characteristics included 5&6: as 3&4 plus variables relating to structure included
20 Results Performance VRSEFFt * 0.17 * 0.13 * 0.11 * 0.14 * 0.10 * FSI OVERALLt * 0.36 * 0.29 * 0.24 * ENTRYt * 0.21 * 0.24 * 0.22 * NSSt * 0.45 * RQt * GRADPROSPt SSRt ASSt * 0.13 * 0.09 * 0.07 * FSIt GOODHONSt * COMPTt &4: variables relating to VC characteristics included 5&6: as 3&4 plus variables relating to structure included 7&8: as 5&6 plus time dummies included
21 Results VC Characteristics AGE 0.57 * 0.53 * 0.49 * 0.44 * 0.35 * 0.35 * MALE Structure MERGER 0.06 * 0.04 * 0.05 * 0.03 PRE * * 0.05 SIZE 0.03 * 0.03 * 0.04 * 0.04 * SIZESQ * * * * 1,3&5: overall university score used to measure media rankings performance 2,4&6: separate components used to measure media rankings performance 5&6: time dummies included
22 Conclusions and further work Agency theory: -Output performance (as measure by the Complete University Guide overall score) is consistently a significant driver of VC pay -Entry score, NSS results and Academic spending are important components of the overall score driving pay -Efficiency is significant except when time dummies are included in the model -Financial security index is unrelated to VC pay Human capital theory: -Age (experience) drives pay; gender does not Structural theory: -Size of institution drives pay; effect of merger is significant except when time dummies are included
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