Can you please help me to answer the first 3 Questions. Only answer 1, 2, 3 questions form the text. Thanks in advance!

CASES Case 14-1 General Electric General Electric Company (GE), incorporated in 1892. is a global industrial conglomerate. The company operates in the following business segments: power, renewable energy oil & gas, aviation, healthcare, transportation, energy, connections and lighting, and capital, in approximately 180 countries. It is headquartered in Boston, Massachusetts, and employs 333,000 people worldwide. GE's mission is "To usher in the next industrial era and to build, move, power, and cure the world" Its vision is to focus on businesses that connect to its core competencies and in which it is a market leader. The company also intends to exit businesses that are either not in alignment with its core val- ues or in which the company is underperforming and not likely to improve its competitive position. 490 PARTV: CONTROLLING basis for merit pay increases, promotional opportunities, and job performance improvement plans for the coming year. General Electric has maintained its reputation as being a great company to work for because of its commitment to the develop ment of its associates. Up until 2005, General Electric had used a traditional forced distribution rating scheme that required man- agers to spread out performance ratings on a competitive basis, with the bottom 10% of employees facing disciplinary action or termination. Between 2005 and 2015, the forced ranking compo nent of the system was eliminated, but what remained was a tra- ditional performance evaluation process with a single meeting between managers and direct reports to discuss performance issues and provide feedback. In 2016, General Electric decided to completely overhaul its performance evaluation process and redesign it as a performance management system that relied on a coaching process that provided ongoing feedback for direct reports. By setting up short-term goals and having ongo ing growth conversations with direct reports that are not tied to compensation, managers believe that anybody can rise to the occasion and learn to be a successful performer in their job. The new performance management system at General Elec tric uses a mobile app called PDGE that enables managers to set short-term performance goals with their direct reports, Once these are in place, managers are expected to use a coaching process that involves frequent conversations called "touchpoints to assess how well direct reports are progressing toward their goals on an ongoing basis. In addition, the most important element of the new performance management process is not the mobile app itself but rather the ongoing coaching sessions and the conversations that occur within them. Specifically, the touchpoint (coaching) sessions focus on taking a positive and constructive approach to providing performance feedback, and the issue of performance-based pay increases is not typically part of these conversations. At the end of each year, managers and their direct reports still complete a formal summary report that is then used as the Discussion Questions 1. How does coaching serve as a control system at General Electric? 2. How is coaching built into the performance management process at General Electric? 3. How does the performance management process at Gen- eral Electric address providing positive feedback and cor- rective action for workers with performance issues? 4. How does the performance management system at Gen- eral Electric apply the coaching process model? Do you agree with General Electric's decision to eliminate its traditional performance evaluation system? Why or why not? 6 What do you think of the PD@GE mobile app that General Electric uses as part of its performance management pro cess? Is it effective? Why or why not? References mp://www.ter.com/tance/stock company ProfilesymbolGEN http://arktreint.com/2016/09/general electron minion-vion-strategy http://beorg/2015/08/qes real time performance-development http://hbr.org/2016/10/the perfomance-management-revolution https://www.fastcompany.com/3054547/six-companies that are redefining performance management https://www.com/articles/go te engineers performance review pay practice 1405358463 http://blog.impras.com/360-feedback/how.oranews-performance manage ment-from-stack-ranking to continuous feedback-360-feedback http/blog.hreonline.com/2016/07/27/farewell to performance ratings ago Case created by Loren Kuzuhara, University of Wisconsin-Madison TE un