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Home MASS COMMUNICATION WOMEN EMPOWERMENT AND COMMUNITY DEVELOPMENT

WOMEN EMPOWERMENT AND COMMUNITY DEVELOPMENT

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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.

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 determining the value of individuals not group needs to be
delineated. Understanding the context of the research work, (de-unionized workers operating in a
peripheral capitalist state, baptismal mission University), concentration on collective responsibility
and collaborating effort is replaced by acknowledging individuals responsibility and achievement,
even within the context of a team approach (Cole, 2002).

On the above premise, the mechanics of this work is articulated on rewards as stimulating
performance/motivation which makes or mark the implementation of total quality management not
in the absence of performance appraisal as a veritable tool in assessing rather than control of
processes of walk of paradigm shift. The thrust of TQM concept is mainly to help work organisation
cope with changing environment and the need to integrate an organisations human resource
strategy and it‟s cooperate strategy. There quality control should be conducted as an integrate part
of management control. Thus, the purpose of this work therefore, is to examine the origin and
development of the reward valuation model in juxtaposition with performance appraisal as
technique for evaluating employees.
1.2 Statement of the Problem

Work relation concern the control of the process wherein worker‟s capacity to labour is translated
into actual work. In pursuit of profitability those who own the means of production adopt control
processes to ensure that maximum effort is extorted from those who have to sell their labour for
wages. Control strategy in relations may be located in the dimensions of bureaucracy-hierarchy,
specialization and division of labour, impersonality and formalized rules as well as in the system of
discipline and reward as occurred in the workplace. The direction of work, the procedures for
evaluating workers performance and the exercise of the firms‟ sanctions and reward becomes
subject with of the company policy work becomes highly stratified, each given its distinct title and
description and impersonal rules govern promotion. Similarly the disciplinary system takes care of act
of challenge, recalcitrance and resistance, which inherently threaten „order‟ whilst the pay system
rewards compliance. Paying people for performance or compliance to the procedure for the
installation and implementation of TQM in organisations particularly Caritas University remains a
mixture of paradoxes. The contradiction arises from the never abating controversy about objectivity
of the appraisal process on one part and the link between individual‟s performance and corporate
goals on the other hand.

Akata (2003: 211) argued that when objectives are stretched, employees easily become
disenchanted but to otherwise is to encourage performance mediocrity. Akata further opined that
different pay rate and bonuses to high performers of the quality implementation team and others
who strive hard to attain average performance will feel aggrieved; Rewarding underperforming
executives with fat performance related bonuses and the work force would grumble. On the above
premise, it could be deduced that part from noting the human element in implementing TQM, other
factors such as basic salary, cash allowance (housing, electricity, transportation, medical etc), fringe
benefits (sale bonus/profit share, entrepreneurial reward, productivity bonus etc), cash awarded for
loyalty, honesty, long service etc, and quality of leadership, workplace relationship and official
recognition of employees ability and contribution to corporate growth and development has great
influence on the level of quality expected from workers.

Taking cursory look at the reward variables, a process of determining who gets what, and how, in
terms of income. Quality implementation in Caritas University however tends to be fixed on
problems anchored on perceived trust, mediocrity religious ethic and appliance of viable oppressive
apparatus on non mediocre workers. This translates into almost general silence by rank and file staff
amidst so much important welfare and corporate issues to discuss. This is explained only in the
context of fear of being sacked and driven back to swollen labour market. To many staff, half bread is
better than none. Thus no matter the dehumanizing conditions of service it is better than none. This
is against the view of Alwitt and Berger, (1993) that rewarding quality has been translated into
economic vote which ultimately influence the purchase and investment decision of individuals.
Most academic staffs are beclouded by visible and invisible spies. The management system seems so
operative that has attracted the slag hammer of the National Universities Commission (NUC). But
still, it seems unabated. Student are not left out in this managerial mis-normed. History is empty with
the record of academic and general behaviour stimuli in terms of reward of any kind. Thus
monument of doubts have strange up in the mind of staff and students regarding the expected
positive impact of the NUC forensic auditing. Is this obnoxious managerial flaw inherent that even
NUC appears too gullible in removing it? Derven, 1990 and lawrie, 1990 advocated for standardized
performance appraisal as the most crucial aspect to guarantee organizational life and growth.

Total quality management calls for the elimination of performance assessments that rate employee
in relations to each other and in mediocre criteria. Lack of performance appraisal has conferred on
the managers of this University too power over employees and they most often abuse. Many
managers fill performance assessment will let them document employee performance for possible
reward, but some employee fear the assessment might used against them in some disciplinary
actions. Performance assessments may give employees with grievances the documentation they
need to prove that managers are treating them unfairly. Thus, the crux of this study, therefore, is to
identify the inherent contradictions in the workability of TQM and the manipulation of the reward
variables in furthering its implementation in Caritas University.

1.3 Research Questions

The following question shall guide this study.

1. What is the relationship between pay, general performance reward and TQM implementation?

2. Is there any standard appraisal system or mechanism in operation in Caritas University?

3. Dose reward has impact on TQM implementation?

4. What is the impact of management style on total quality management implementation?

5. To what extent is TQM susceptible to performance assessment?

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