Reward and recognition systems for individual employees remain one of the controversial areas of quality management. Previous discussions on this aspect of quality management, although recognizing their importance, often attribute failure of the system to the method of implementation. This company has made several attempts to develop a process of employee reward and recognition with little success and the various systems lost their prestige among employees. Through the company’s quality committee a new process for employee reward and recognition based on an unbiased assessment by managers, fellow employees and internal customers has been developed. Describes the reward and recognition process developed by the company, including a description of the categories used in the process, overviews of the process in place for acceptance and review of nominations and descriptions of the recognition for awards.
Purpose -This paper aims to review the levels of management commitment and involvement in four small (fewer than 500 employees) pharmaceutical companies and the nature and extent of structured programs for policy implementation. Design/methodology/approach -In each of the companies, the comparative success of policy implementation was assessed by the extent of management commitment to the process. Assessments were based on the review of 40 attributes of a four-part implementation cycle. A lack of a structured process, lack of support and involvement of management and the degree to which management was subsequently involved in the overall implementation were commonly observed problems. The degree of management involvement was a prominent factor in the overall success of the policy implementation. Findings -Quality policies play an important role in the understanding of a company's operational principles and practices. The most successful policy implementation in the companies studied relied on policies being drafted internally with the cooperation of not only the nominated quality management but also the supporting non-quality management functions. The use of a structured and predetermined implementation plan that is shared across all sectors of the company and the development of supporting systems to monitor progress were also observed to benefit employee involvement and effective policies. Originality/value -The study of these companies and their comparative abilities to follow a structured process for quality system policies provides valuable guidance for quality practitioners facing similar processes of change within their own organizations. A structured process for implementing policies is also provided.
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