EMPLOYEE PARTICIPATION IN MANAGERIAL WORKERS REWARD

BACKGROUND OF THE STUDY
Choosing the right reward and benefit system to improve employee productivity is tricky. If an employee chooses a reward that holds little meaning for her employees, productivity suffers. In addition, the employer losses the time and money spent on the ineffective rewards system. To select an effective recognition system to increase productive, an employer should set specific and measurable productivity goals, understand what motivates her employees and consider using a variety of rewards and benefits.

WORKER REWARD: Is however one of the most germane activities of management. It has been the preoccupation of all the management of multifarious organization ranzing from small-scale organization to multinational corporations.
WORKER REWARD: In an organization involves the process of taking action by some official person or body to approve, modify or reject a preferred position or an group of issue. This could be the form of enactments of legislation or an issuance of an executive order in an organization. This process involves the art of day –to-day.
WORKERS REWARDS: That are applied in the running of an organization.

FOR WORKERS REWARD To be assumed to be effective there must exist competing alternatives. Before effective WORKERS REWARDS: Are taken some proposals will be rejected, others accepted, still others modified. The differences will be narrowed bargains will be struck until ultimately, in some instances, the workers reward will be assumed to be only a formality. In other words, the question will be in doubt until the votes are counted or the workers reward is announced. Managers many at times consider workers reward making to be the heart of their job that they must always choose what is to be done, who will do it, when where and most of the time how it will be done.
Traditionally, managers influence the ordinary employees and specifically, their immediate subordinates in the organization. This has resulted in managers making unnatural workers reward even in case areas effecting their subordinates.

In Germany, around 1951, a Law enacted which provides for code termination and requires labour membership in the supervisory board and executive committee of certain large corporations. However the participation of labour in workers reward making process resulted to relatively and peaceful labour management notation.