The researcher believes that recognition should not be of high monetary value

The researcher believes that recognition should not

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The researcher believes that recognition should not be of high monetary value. There are some variations between the Japanese and Western methods of rewarding the worker. Imai on his influential book “ Gemba kaizen a common sense, low cost approach to management “, mentioned that the Japanese method does not encourage large monetary rewards. To them, monetary gain demeans the process. They do recognize the workers' efforts. Rewards for suggestion ideas from the workers are given on the basis of the number of ideas they contribute, and it does not really matter if it saves the company $ 1 or $100,000. Each suggestion will receive a point that later can be converted into products or services, such as a holiday trip, or $5 worth of merchandise (depending on the accumulated points). Oliver, cited on book on Imai“ Gemba kaizen a common sense, low cost approach to management “,has given some examples of rewards . There it is stated that rewards as much as possible, it should be given to team members rather than being based on individual participation. Recognition, ceremonies, and symbols are important underpinnings to the successful functioning of system or the TQM process. An expression of appreciation for a job well done can be as formal as a written "thank you." or a plaque, or a certificate. An informal verbal "thank you" can also encourage morale., such as a holiday trip, or $5 worth of merchandise (depending on the accumulated points). For example, managers are encouraged to know their workers by name, only effective in big corporations. This process not only increases the manager's awareness of the worker's name, but it also increases the motivation of the worker to be recognized by performing well and by receiving the token .To make this plan workable, the company gives 25 tokens to hand out during the coming year for every 100 workers in the department. The manager will give a token to the worker who did an exceptional
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28 job, whether the work was consistent or incidental. A bag may be given for the second year, and a company T-shirt may be the reward for the third year. A manager for exceptional performance must single out workers who receive this token. 2.4 Kaizen and Total Quality Management (TQM ) Kaizen as explained earlier is a kind of umbrella concept that includes initiatives and activities like TQM, suggestion systems , to mention those we think are the most important ones ( and are the most interest issues faced by organization A, that we focus later on). TQM is a journey, a movement centred on the improvement of managerial performance at all levels. It deals with: Quality Assurance, Employee Involvement, Cost reduction, Safety, Continuous Improvement, and Productivity improvement. Moreover, TQM journey deals with management concerns such as organizational development, cross-functional management, and quality deployment. In other words, management has been using TQM as a concept and a tool for improving overall performance.
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