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The Influence Of Reward Administration On Total Quality Management Implementation
[A CASE STUDY OF CARITAS UNIVERSITY, AMORJI-NIKE ENUGU, ENUGU STATE, NIGERIA]
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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.
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ABSRACT - [ Total Page(s): 1 ]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 ... Continue reading---
