Serfling (2016) examines how the increase in firing costs impacts the capital structure decisions of firms and hypothesizes that higher firing costs of labor lead to a decline in a firm’s financial leverage use by directly increasing its distress costs and indirectly lifting its operating leverage. Stricter labor protection laws passed in China in 2007 provide an opportunity to revisit the issue within a controlled environment. Employees of SOEs already enjoy the benefits that the new labor law imparts. So, SOEs are exposed to lower firing costs than their non-SOE counterparts. Additionally, the exposure to bankruptcy is more limited for SOEs than non-SOEs. We hypothesize and show that non-SOE firms’ financial leverage decreases more than SOEs, confirming the leverage-lowering effect of labor protection laws. Further, the decline in financial leverage is more pronounced for a labor-intensive firm or one that encounters steep competition.