The influence of reward administration on total quality management implementation. | Blazingprojects Postgraduate Thesis
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The influence of reward administration on total quality management implementation.

 

Table Of Contents


Chapter ONE

INTRODUCTION

  • 1.1Introduction
  • 1.2Background of Study
  • 1.3Problem Statement
  • 1.4Objective of Study
  • 1.5Limitation of Study
  • 1.6Scope of Study
  • 1.7Significance of Study
  • 1.8Structure of the Research
  • 1.9Definition of Terms

Chapter TWO

LITERATURE REVIEW

  • 2.1Evolution of Total Quality Management (TQM)
  • 2.2Theoretical Frameworks in TQM
  • 2.3Principles of Reward Administration
  • 2.4Relationship Between Reward Administration and TQM
  • 2.5Best Practices in Reward Administration
  • 2.6Challenges in Reward Administration
  • 2.7Impact of Reward Systems on Employee Motivation
  • 2.8Employee Recognition Programs
  • 2.9Success Stories of TQM Implementation
  • 2.10Case Studies on Reward Administration and TQM

Chapter THREE

RESEARCH METHODOLOGY

  • 3.1Research Design and Methodology
  • 3.2Research Approach
  • 3.3Data Collection Methods
  • 3.4Sampling Techniques
  • 3.5Data Analysis Tools
  • 3.6Questionnaire Design
  • 3.7Ethical Considerations
  • 3.8Limitations of the Research Methodology

Chapter FOUR

DATA PRESENTATION AND ANALYSIS

  • 4.1Overview of Findings
  • 4.2Analysis of Reward Administration Practices
  • 4.3Impact of Reward Systems on TQM Implementation
  • 4.4Employee Perceptions of Rewards and Recognition
  • 4.5Comparison of Reward Strategies in Different Organizations
  • 4.6Challenges Faced in Implementing Reward Systems
  • 4.7Recommendations for Improving Reward Administration
  • 4.8Implications for Future Research

Chapter FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

  • 5.1Summary of Findings
  • 5.2Conclusions
  • 5.3Contributions to Theory and Practice
  • 5.4Managerial Implications
  • 5.5Recommendations for Organizations
  • 5.6Suggestions for Future Research

Thesis 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.

Thesis Overview

<p> </p><div><p><strong>INTRODUCTION</strong><br><strong>1.1 &nbsp; &nbsp; &nbsp; </strong><strong>Background To The Study</strong><br>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.<br>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<br>(Aragon, 2003).<br>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,<br>(2002) that an average worker will only put in 40% – 50% of his capacity to any job-function at a point in time.</p><p></p></div><h3></h3><br> <br><p></p>

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