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THE INFLUENCE OF REWARD ADMINISTRATION ON TOTAL QUALITY MANAGEMENT IMPLEMENTATION

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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.

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