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作 者:张瑞怀[1] 孙涌[1] 李家鸽[1] 任丹妮[1] 郑六江[1] ZHANG Ruihuai;SUN Yong;LI Jiage;REN Danni;ZHENG Liujiang(Guiyang Central Sub-branch,the People's Bank of China)
机构地区:[1]中国人民银行贵阳中心支行,贵州贵阳550001
出 处:《金融研究》2020年第7期95-113,共19页Journal of Financial Research
摘 要:合理地衡量和评价省联社对农信社效率的影响,是推动省联社改革的基础,也是当前理论和实践中面临的难题。本文在对省联社的管理服务职能详细调查的基础上,提出了通过比对省联社管理导向和农信社效率提升方向之间的差异,间接分析省联社管理对农信社效率的影响,并以2010-2017年A省75家农信社为研究对象进行了实证分析。研究结果表明,当前省联社管理的总体导向是:有效引导农信社在扩大业务规模的同时,控制总成本收入比和降低不良贷款水平,但对农信社的利润水平、风险覆盖水平、支农支小情况缺乏实质性约束;在推动农信社改制为农商行的过程中缺乏对其提高经营效率的帮助,在管理中未充分考虑各家农信社及其所处市场环境的差异等。文章建议,当前省联社改革的路径是"减少管理+增强服务",其中减少管理的关键是解决退出职责谁接管的问题,而增强服务的关键是对省联社进行更有效的激励约束。The reform of the Provincial Cooperative Union(PCU) is the main aim in the current Rural Credit Cooperatives(RCCs) reform. Document No. 1 from the central government raised the issue of promoting it for three consecutive years from 2016 to 2018, but no substantial progress has been made nationally. The reform faces challenges, particularly in terms of decreasing the management function of the PCU. The specific concerns are as follows. First, in terms of management capabilities, most RCCs do not achieve a level of governance that enables them to develop independently, various moral hazards may emerge, and regional financial stability and rural financial services can be affected once the PCU withdraws from management. Second, in terms of the equal rights and responsibilities, the PCU is responsible for the management of local RCCs on behalf of the local government. The phasing out of its management may lead to local governments assuming responsibility for RCC development and consideration of risk while they cannot effectively manage them. Third, in terms of regulatory resources, the PCU plays an important role in the risk prevention and control of RCCs and makes up for any shortcomings resulting from insufficient supervision in the current county areas. The withdrawal of its management may bring greater pressure on local regulatory authorities. Since 2017, various risks in RCCs have been exposed, not only in terms of their weak management capabilities but also revealing loopholes in the PCU management system and in industry supervision. This poses a fundamental and difficult question concerning the current reform of the PCU: how can we evaluate the impact the PCU has on the efficiency of RCCs?Our research object consists of 75 county-level legal RCCs in Province A, and we develop a questionnaire for 150 of their senior executives and department heads and a survey of their operation statuses from 2010 to 2017. We then provide a detailed summary of the management and service functions and characteristics of the PCU.
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