B. Based on the performance bonuses, senior corporate executives will receive regular increases in their pay, regardless of their company’s success or failure.

C. The performance-based compensation plan assume that management had a large part in corparate outcomes, so they should share in the good times.

D. If the company use the performance-based compensation plan, in a bad year, executives may get no compensation at all.

5. The best title for this passage might be        .

A. The performance measures for performance-based compensation

B. Linking performance-based compensation and expectancy theory

C. Performance-based compensation in practice

D. What is performance-based compensation

Answer:

1.C   2.A   3.A   4.C   5.D

（二）

Coaching is a personal on-the-job technique designed to develop individual skills, knowledge, and attitudes. The term is usually reserved for management or supervisory training where informal but planned encounters take place between managers and subordinates.

The agenda for such meetings may be based on a performance review system, which includes some elements of management or objectives or target setting. This would identify strengths to be developed or weaknesses in performance to be overcome, and the counseling sessions that should be part of the performance review process would indicate career development needs and the additional knowledge or skills that can be acquired on the job.

Coaching is even more effective if it can take place informally as part of the normal process of management. This type of coaching, as suggested by Hawdon Hague, consists of:

l              Making a subordinate aware of how he or she is managing by, for example, asking questions on how well he or she has thought through what is being done.

l              Controlled delegation.

l              Using whatever situations arise as teaching opportunities.

l              Setting individual projects and assignments.

l              Spending time in looking at higher level problems as well as discussing the immediate job.

Coaching may be informal, but it has to be planned. It is not simply going from time to time to see what a subordinate is doing and advising how to do it better. Neither is it occasionally telling a subordinate where he or she has gone wrong and throwing in a lecture for good measure. So far as possible, coaching should take place within the framework of a general plan of the areas and direction in which the subordinate should be developed.

Coaching should provide motivation, structure, and effective feedback, if the coacher is skilled, dedicated, and able to develop mutual confidence. Its success depends on a clear definition of work and training objectives, and this can be a time-consuming process; ultimately, success depends on managers and supervisors recognizing that it is one of their key responsibilities and they should be encouraged and trained to do it.

1. Coaching is a        technique that can be