2 Why might it be important to have elements that are not straightforwardly measurable? The car marker, Jaguar Land Rover, was taken over by Tata, an Indian Conglomerate in 2008.

Shortly after the takeover, the worldwide slowdown of the economy required a complete restructuring of the company. This included the introduction of a new performance management process

(Pollitt, 2011). The aim of the new system was to improve the pace of organisational change to meet market demands by having employees work towards particular targets. The targets were set within the context of broader objectives and included specific expectations such as:

● better customer service;

● greater efficiency;

● greater focus on desired results.

Each employee met with his or her manger to agree on the targets that would contribute to the corporate objectives. Every quarter employees receive a report, including statistics on new sales and customer satisfaction (Jaguar Land Rover, 2012).