Employee Creativity and Performance of Mobile Telecommunication Companies in Port Harcourt
CHAPTER ONE
OBJECTIVES OF THE STUDY
The following are the objectives of this study:
- To assess the relationship between Employee creativity and organizational performance.
- To determine whether Employee creativity influences employee’s performance on the basis of gender.
- To investigate the influences of Employee creativity on organizational performance.
- To recommends ways to improve the effect of Employee creativity on organizational performance
CHAPTER TWO
LITERATURE REVIEW
Theoretical Review
Existing literature points out theories that explain the rationale of Employee creativity. The main theories considered in this section are Consistency theory, Involvement theory, Adaptability theory and the mission theory.
Consistency Theory
According to the consistency theory, organizations tend to be effective because they have strong cultures that are highly consistent, well-coordinated and well integrated (Davenport, 1993; Saffold 1988). Employee behavior is rooted in a set of core values and leaders and followers are skilled at reaching an agreement even when they have differing views (Block, 1991). This type of consistency is a powerful source of stability and internal integration that results from a common mindset and a high degree of conformity (Senge, 1990).
This theory examines how behavioural motivation happens when internal thoughts differ and conflict, resulting in a creation of tension. This tension is the driving force for a change in behaviour to ease the tension. When the change occurs and a person reacts, then the tension is reduced, bring one to homeostasis. In the working world, if a person sees something that is contradicting and inconsistent, he/she will be motivated to change the inconsistency and resulting in work. This theory states that people will naturally see imbalances and correct them through the motivation to make things consistent. People need consistency in their lives and this theory shows how people motivate themselves to work and adjust inconsistent measures. There are three steps to this theory: people expect consistency, inconsistencies create a state of dissonance, and dissonance drives us to restore consistency.
Involvement Theory
This theory is based on the idea that involvement and participation will contribute to a sense of responsibility and ownership and hence organizational performance and loyalty (Baker, 2002). Effective organizations empower their people, build their organizations around teams, and develop human capability at all levels (Becker, 1964; Lawler, 1996; Likert, 1961). Executives, managers and employees are committed to their work and feel that they own a piece of the organization. People at all levels feel that they have at least some input into decisions that will affect their work and that their work is directly connected to the goals of the organization (Katzenberg, 1993; Spreitzer, 1995).
CHAPTER THREE
RESEARCH METHODOLOGY
Introduction
This chapter discusses the methodology that was employed in the research process. It details the research design, the population to be studied, the nature of data to be collected and data analysis technique to be used.
Research Design
This study adopted a descriptive case study research design. The research design was be a case study of Port Harcourt. Case studies try to pull together a wide variety of issues about the defined case, then present the information as a unified whole. This will enable the researcher to probe and make in-depth understanding and draw conclusions. According to Yin (2003), case study research is also characterized as qualitative and observatory in nature, using predefined research questions. Case studies emphasize on detailed contextual analysis of a limited number of events or conditions and their relationships. Thus it was deemed to be appropriate to achieve the objectives of this study as it allowed the detailed investigation of the contents of the study, in this case, Employee creativity and organizational performance at Port Harcourt.
CHAPTER FOUR
DATA ANALYSIS AND PRESENTATION OF FINDINGS
Response Rate
The number of questionnaires presented to the respondents was 43, and 36 of them were successfully completed and returned, which gave a study 83.7% response rate. Hence only 7 questionnaires were not duly returned, which was a 16.3%.
CHAPTER FIVE
SUMMARY, DISCUSSIONS, CONCLUSIONS AND RECOMMENDATIONS
Introduction
This chapter presents the summary of the study findings, discussions, conclusions and recommendation of the research. This reached based on the information gathered and recommendations for ensuring organizational performance is upheld at Port Harcourt despite the dynamic Employee creativity. The chapter also contains suggestions of related studies that may be carried out in the future.
Summary of Findings
Questionnaires were the main data collection tools that were used and they were allocated to a population sample of 43 respondents of whom 36 returned well filled questionnaires that were valid for the study, which gave a study 83.7% response rate. Hence only 7 questionnaires were not duly returned, which was a 16.3%. Findings from the field show that, in relation to the first objective that sought to determine the influence of competitive culture on organizational performance at Port Harcourt, ten factors were subjected to ranking and a likert point of scale was used, with the strongest factor scoring five points, whereas the least scored one point. The mean and standard deviation scores were computed, among the Employee creativity factors which influenced organizational performance at Port Harcourt. The respondents identified themselves with engagement with other employees as a culture involvement factor with a mean score of 3.78. The second ranked component was the factor of developing employee capabilities and appreciating and recognizing employee efforts with mean scores of 3.58 each. This was true among other factors in the likert scale that had some positive mean agreeing with the statements.
In relation to the second objective which sought to analyze the influence of entrepreneurial culture on organizational performance at Port Harcourt, from the responses on a rating scale of a question that was closely tied to entrepreneurship that read, ‘giving employees exposure to innovation, new roles and responsibilities,’ the mean of the respondents was 3.36 which was equivalent to agreeing; showing that there is a close relationship between the entrepreneurship culture and the performance of the employees. This was further indicated by the test in the Std. Deviation of .961 and Coefficient of variation 28.6 percent.
As per the third objective that sought to establish the influence of bureaucratic culture on organizational performance at Port Harcourt, A number of responses were arrived at. For example, a question on the rating in relation to cultivating a sense of belonging and recognition that closely tested the objective, the mean response was 3.19 which is equated to agreeing to some extent or weakly agreeing. This means that there is some relationship between the ideas of bureaucratic culture on organizational performance.
In relation to the final objective that sought to determine the influence of consensual culture on organizational performance at Port Harcourt, a number of responses were arrived at. Proactivity and collaboration with other staff and engagement with other employees were the statements tied to the objective. From the responses, teamwork, proactivity and collaboration with other staff and celebrating performance achieved by staff as well as teams with mean scores of 3.17, 2.97, 2.61 and 2.47 respectively. This means that the respondents supported the relationship although its influence was moderate.
Discussion of Findings
Results from the above have shown that a number of responses and views from the field are tied with the finding in the review of the secondary information in chapter two. For example, in relation to the first objective that sought to determine the influence of competitive culture on organizational performance at Port Harcourt, among the Employee creativity factors which influenced organizational performance at Port Harcourt, the respondents identified themselves with engagement with other employees as a culture involvement factor with a mean score of 3.78. The second ranked component was the factor of developing employee capabilities and appreciating and recognizing employee efforts with mean scores of 3.58 each. This was true among other factors in the likert scale that had some positive mean agreeing with the statements. In agreement to this is Liu et al. (2006) who argues that Employee creativity is gaining support as a predictive and explanatory construct in organization science where; if managed and controlled is useful as a management tool for organizational effectiveness and performance. Also, it is noted that, OC is important to organizational success (Twati and Gammack, 2006). Success can be regarded as a performance construct with differing areas as components. Martins and Terblanche (2003) assert that OC seems to be a critical factor in the success of any organization with particular emphasis on creativity and innovation. This indicates that Employee creativity affects the way creative and innovative solutions are encouraged.
Conclusions
From a series of issues that have come into bow starting from the literature review, the information gathered in the field and the summary of the findings, the research concluded that the performance of employees at Port Harcourt just like any other government parastatal depends on the competitive culture of the organisation.
The researcher also concludes that entrepreneurial culture has an influence in the performance of employees in the Port Harcourt just like any other government parastatals.
Also, the researcher concludes that Bureaucratic culture is an issue that needs to be checked and any shortcomings avoided because it has an influence in the performance of employees at Port Harcourt.
Finally, the researcher concludes that consensual culture is an idea whose significance can never be avoided since it has an influence on the performance of employees at the Port Harcourt.
Recommendations
Based on the findings of the study the researcher makes the following recommendations:
First, the researcher recommends that the since the performance of employees at Port Harcourt just like any other government parastatal depends on the competitive culture of the organisation, there should be plans by the management and other stakeholders to strengthen the competitive culture.
Secondly, the researcher recommend that since entrepreneurial culture has an influence in the performance of employees in the Port Harcourt just like any other government parastatals, the government, management and other stakeholders should come up with strategies of strengthening the same and rewarding such advances.
Thirdly, the researcher recommends that Bureaucratic culture is an issue that needs to be checked and any shortcomings avoided because it has an influence in the performance of employees at Port Harcourt. Strategies should be adopted and relevant messages tailor-made to allow this.
Finally, the researcher recommends that consensual culture is an idea whose significance can never be avoided since it has an influence on the performance of employees at the Port Harcourt, and therefore all employees need to be aware of his and do relevant checks and balances needs to be put in place in relation to the idea.
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