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The purpose of this paper is to investigate senior managers' satisfaction with pay in the Nigerian Civil Service.

A field study was undertaken to test the hypotheses. The sample was drawn from senior managers in the Nigerian Civil Service. A quantitative methodological approach was used based on questionnaire designed to measure the variables that literature review has identified as having relationship with pay satisfaction.

The finding of this research paper shows that pay incentive scheme is a distinctive dimension of pay satisfaction among senior managers in the Nigerian Civil Service; and the perception of pay‐for‐performance determines the level of satisfaction with pay.

The sample size is very small relative to the total federal civil service population. Only senior managers were selected for questioning and may not reflect the general opinion in the Nigerian Civil Service. The sample is limited to the Federal Civil Service and excludes state and local government services in a federally governed country.

The study has important implications for organisations and human resource practitioners in Nigeria to design their compensation and benefit programmes.

This research is one of the few studies that explore pay incentive schemes as a distinct dimension of pay satisfaction relevant to the Nigerian work environment. It adds value to the study of organisational justice by demonstrating that procedural justice, interactional justice, and distributive justice, influence pay satisfaction.

Food technology and innovation have had a large impact on British food retailing affecting suppliers, retailers and their markets. Technology has invaded many areas of the British food industry providing efficient technical knowledge and new products. Innovative retailers have anticipated the food market metamorphosis and have repositioned their retail activities to take advantage of the changing market environment. The central objective of this study was to assess retailers′ technical innovations in food manufacturing, and to achieve this a research technique was adopted and conducted with leading UK food retailers. The results suggested that food retailers′ technological capabilityi affects the method of own‐label procurement and choice of suppliers. Those retailers who were able to influence food innovation all have large food technology departments, employing food technologists to meet consumer food requirements and legal obligations, and who collaborate with their suppliers to develop new products. Concludes that innovation is vital to the future of both food manufacturers and retailers, and novel and significantly different new products and/or services will ensure success either way.

Kwik‐Save′s decision to make its first ever own‐label food products (No Frills) is a clear evidence that own‐label products are more popular than at any time. Investigates consumer perceptions of national and own‐label grocery products. Reveals that consumers perceive many differences among the two brand types tested. To find the factors accounting for the perceived quality of food, typical consumer explanation for both quality and value for money is about the price and physical attributes of the food brands. Other factors such as store image and food ingredients are equally important. The appeal for own‐label groceries is based on price and consumer scepticism. Product quality is usually the major purchasing factor and the measure of value. The assessment of consumer thinking comes from the marketplace. Cola, lemonade, and orange juice were three product lines put to taste‐on‐test in an effort to assess consumer preferences. Concludes that differences exist in the shoppers′ price and quality perceptions, and brand preference across the product lines tested. Own‐label preference is based on price and value for money rather than quality.

Over the past 15 years, many UK car manufacturers have learned that quality must be designed into cars before they are manufactured ‐ it is expensive, if not misguided, to create quality by inspection after the car has left the production line. Examines the rigorous cost management technique which helps prevent senior managers from launching low‐margin cars which do not generate enough returns on investment. Finds that most UK‐based car manufacturers employ the logic of target costing as a marketing management tool to determine the prices of new car models. Suggests that before a new car is launched, senior managers must determine its ideal selling price, establish the feasibility of meeting that price, and then control costs to ensure that the set price is met. Reports the conclusive evidence that when target costing works well, quantifiable hurdles are established in a transparent process, and senior managers are more likely to commit themselves to what the statistical numbers show.