In 2017, the chief executive officer of Rawayeti Foods, a Pakistani company dedicated to ensuring the purity and quality of its spices and pulses, was considering the future of his family-owned business. The company had experienced great success since its inception in 2011, but Rawayeti Foods was planning to expand its operations into other parts of the company. Formalized management practices, job descriptions, and performance management systems were not in place, but the chief executive officer and his sons knew expansion would be successful only if the company formalized its human resources management policies and practices for consistent country-wide implementation. Had the time come to shift focus from operational matters to management and human resources concerns? Could Rawayeti Foods gain buy-in from its employees and introduce a new performance management system that was seen as fair, equitable, and motivating?

In 2017, the chief executive officer of Rawayeti Foods, a Pakistani company dedicated to ensuring the purity and quality of its spices and pulses, was considering the future of his family-owned business. The company had experienced great success since its inception in 2011, but Rawayeti Foods was planning to expand its operations into other parts of the company. Formalized management practices, job descriptions, and performance management systems were not in place, but the chief executive officer and his sons knew expansion would be successful only if the company formalized its human resources management policies and practices for consistent country-wide implementation. Had the time come to shift focus from operational matters to management and human resources concerns? Could Rawayeti Foods gain buy-in from its employees and introduce a new performance management system that was seen as fair, equitable, and motivating?