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后 湖北中公金融人—金融类考试培训的领跑者 学 开 年 中国建设银行招聘考试模拟试题英语部分 每 第三部分 英语部分 展 Passage 1 开 Over the past decade, American companies have tried hard to find ways to di 的 scourage senior from feathering their own nests at the expense of their shareho 作 工 lders. The three most popular reforms have been recruiting more outside directo 本 rs in order to make boards more independent, linking bosses’pay to various per formance measures, and giving bosses share options, so that they have the same long-term interests as their shareholders. 　　 These reforms have been widely adopted by American’s larger companies, and sur veys suggest that many more companies are thinking of following their lead. But have they done any good? Three papers presented at the annual meeting of the A cademy of Management in Boston this week suggest not. As is usually the case wi th boardroom tinkering, the consequences have differed from those intended. 　　 Start with those independent boards. On the face of it, dismissing the boss’s friends from the board and replacing them with outsiders looks a perfect way to make senior managers more accountable. But that is not the conclusion of a stu dy by Professor James Westphal. Instead, he found that bosses with a boardroom full of outsides spend much of their time building alliances, doing personal fa vors and generally pleasing the outsiders. 　　 All too of