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Scenario:
Performance Management System (PMS) provides the mechanism to improve
the performance of individuals, groups, teams and ultimately of organizations. In order
to improve organization’s output modern practice is to align PMS with strategic goals
which direct the individual’s efforts towards goal attainments.
Under the affiliation of Japanese automaker Suzuki, Pak Suzuki Motor
Company (PSMCL) is the largest automobile assembler in Pakistan. Basically, they are
Pakistani assemblers and distributor of cars, who deal with cars that are being
manufactured by Suzuki and its subsidiaries. Their Human Resource department is
undergoing reforms based on international HR standards and practices. They took the
path of procedural re-engineering of their Performance Management (PM) practices so
that they can be configured with overall organizational goals. To be brief, the main
objective of this restructuring is to attain organizational goals through the improved
performance of their employees individually as well as collectively. It is a general
perception in HR department of PSMCL that this effort of alignment of PMS with the
strategic goals can become their competitive advantage as well as a cause of short-term
productivity loss.

Question:
Considering that this alignment of Performance Management System (PMS)
of Pak Suzuki Motor Company (PSMCL) with strategic goals is fruitful, what possible
positive outcomes it can have on PSMCL as an organization? Provide five arguments
with solid reasons in the support of your answer.??


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