WOMEN EMPOWERMENT AND COMMUNITY DEVELOPMENT

ABSTRACT

Consequent upon titanic competition that has beclouded business environment of all sorts, organizations have employed myriad of strategies. Positive reward to workers for good performance by management is among the motivational tools employed by management to enhance productivity and maintain high standard products. Organizations that are indifferent to motivational tool suffer lack of productivity and standard products. To achieve productivity and standard products, team work is imperative. To achieve teamwork, a system of reward administration and implementation is pertinent. To this end it is imperative to investigate the relationship between system of reward administration and its implementation to establish the influence of reward administration implementation. On this premise, this study seeks examine the impact of reward administration implementation has on total quality management (TQM). The object of this study aims at understanding the influence of reward administration on total quality management.

TABLE OF CONTENTS

Title Page
Approval page
Dedication
Acknowledgement
Abstract
Table of Content

CHAPTER ONE:

INTRODUCTION

1.1 Background to the study
1.2 Statement of the problem
1.3 Research questions
1.4 Objective of the study
1.5 Significant of the study
1.6 Definition of terms

CHAPTER TWO:

LITERATURE REVIEW

2.1 Total quality management
2.2 Operational requirement of TQM
2.3 TQM level of installation
2.4 Reward issues and performance appraisal
2.5 Determinants of workers consciousness
2.6 Review of theories
2.7 Theoretical framework
2.8 Study hypothesis

CHAPTER THREE:

METHODOLOGY

3.1 Research design
3.2 Study of area
3.3 Population of the study
3.4 Sample size
3.5 Sampling techniques
3.6 Instruments for data collection
3.7 Methods of data analysis

CHAPTER FOUR:

DATA PRESENTATION AND ANALYSIS

4.1 Demographic variables of respondents
4.2 Analysis of research questions
4.3 Hypothesis testing
4.4 Presentation of data

CHAPTER FIVE:

SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 Summary of findings
5.2 Conclusion
5.3 Recommendations
5.4 Limitations of the study
References
Appendices

CHAPTER ONE

INTRODUCTION

1.1 Background To The Study

Consequent upon the myriad of changes which have beclouded the operations of modern business organisations in recent times, including the fundamental and core changes in the nature of work and organisations, the dynamic nature of the competitive environment and the need to ensure a convergence of shareholders interests in the way the organisations are run, a need for new approaches in human resources management has arisen.
The paradigm shift, in other words, includes “total”. Put differently, total quality management. This means that everyone in the organisation must be involved in the continuous improvement effort. The concept quality indicates a concern for consumer satisfaction. Management on the other hand refers to the people and processes needed to achieve the quality (Aragon, 2003).
Subsequently, reward management deals generally with the handling of workers needs, drives and motivations in a way that will elicit the desired behavior from employees. This becomes more reasonable going by the submission of Brian Tracy (a world class management expert) in Omotosho, (2002) that an average worker will only put in 40% – 50% of his capacity to any job-function at a point in time. Therefore, for us to induce and trigger off exceptional performance of 70% – 95% from workers we need to motivate
them using any or combination of the reviewed motivational theories as our foundation.
From the foregoing, it becomes one of the ethical issues in staff management in Caritas University, that is, stimulating reward to emerge with total quality management implementation. Some experts contend that total quality management can only be implemented when there is a critical need for remunerative justice in organisation irrespective of teamwork syndrome.
Again, the contradiction of an acceptable methodology in rewarding employees is both inevitable and not universal. Therefore, for total quality installation and implementation with a quest for objectivity (statistical tools) there is a need for identifiable and acceptable techniques of rewarding players in the total quality management mix. According to Dulewicz (2009), “there is a basic human tendency to make judgments about those one is working with as well as about oneself”. Appraisal, it seems, is both inevitable and universal. In the absence of carefully structured system of appraisal, people will tend to judge the work performance of others, including subordinates, naturally, informally and arbitrarily. The human inclination to judge can beat serious motivational, ethical and legal problems in the work place. Without a structured appraisal system, there is little chance of ensuring that the judgments made will be lawful, fare, defensible and accurate. For organizations to toe “total quality management” (TQM) and rewarding variables for its implementation, astute methods of

DOWNLOAD COMPLETE PROJECT MATERIAL