1. Creating an unbalanced performance measurement system that places excessive emphasis on short-term performance
2. Putting excessive emphasis on accounting earnings such that managers experience extreme pressure to manipulate financial reports
3. Reporting fraudulent or manipulated accounting numbers in order to be paid a higher bonus or to avoid the adverse effects of the actual performance on compensation
4. Evaluating mid- and lower-level managers using performance criteria that are beyond the influence of such managers
5. Backdating managerial stock options so that the options are immediately “in the money”
6. Not informing or explaining fully all performance criteria by which employees and managers will be evaluated
7. Not providing timely feedback to employees and managers during the period so that corrective action can be taken on a timely basis
8. Rewarding only financial performance and ignoring other important performance criteria such as innovation and organizational learning
9. Engaging in suboptimization practices that are personally beneficial, but to the detriment of the entire organization
10. Compensating expats or employees in foreign operations in a manner that would be considered “inappropriate” from an external perspective because of the wage rate/salary being paid, work hours being demanded, or work conditions being provided