Table of Contents

Introduction 2Background 2-3Research Questions 4Hypothesis 4-5Research Methodology 4Data Presentation & Analysis 5-15Summary of Research Findings 15Recommendations 16-17Conclusion 17Reference List 18-20

Introduction In our period of open economy, an organization today not only does business in their mother country but also operates in different countries. Today the market place is not limited to a certain geographical location, rather it is global. To compete in this global market place, organizations continuously requires providing goods and services in more efficient and unique manner. In this quest, an organization needs employees who can find to do things that other organization cannot. To accomplish that, an organization wants to have a pool employee with creative and innovative ideas. However, I wonder how far organization will usually accept creativity form their employees. The focus of my research will be to what extent organization accepts creativity from its employees. Creative organizations enjoy competitive edge over its competitors. So to operate and excel in the market place an organization needs to continuously come up with novel and creative ideas that are marketable. Employees are the ones who govern an organization. Their accumulated creativity shapes organizational creativity. So an organization continuously promotes and encourages its employees to come up with new ideas to do new things or to do existing things in a new and more efficient way. Background: An organization's basic orientation to creativity is related to the organizational culture (Hauser, 1998). Adhocracy organization culture is that when organizations stress innovation, adaptation, growth, and resource acquisition. Managerial communications within this quadrant are transformational in orientation and focus on stimulating change (Cameron, Quinn, & Tromp, 1999). On the other hand, stable hierarchical organizational culture stress documentation, information management, stability, and control. Interpersonal relations here are marked by relatively low levels of trust, morale, and leader credibility (Zammuto & Krakower, 1991). According to Claver, Llopis, Garcia, and Molina (1998), the ideal profile for creativity is an adhocracy. Adhocracies foster creativity because they adapt to the environment (Cameron and Quinn, 1999). Bertrams (1999) states that an adhocracy is excellent for innovation because people are motivated to learn, experiment, and take risks. Accordingly, Nystrom (1990) found that organizational divisions with cultures reflecting challenge and risk-taking were more innovative. Brand (1998) showed that an innovative culture stimulates creativity, whereas a controlling culture, organization that stress documentation, information management, stability and control, hinders creativity. A salient characteristic of the organizational context that is often considered a potent determinant of employee creativity at work is style of supervision (Amabile & Gryskiewicz, 1987, 1989; Deci & Ryan, 1987; West & Farr, 1989). In particular, supervision that is supportive of employees is expected to enhance creative achievement; supervision that is controlling or limiting is expected to diminish creative performance (Deci et al., 1989; Deci & Ryan, 1985, 1987). When supervisors are supportive, they show concern for employees' feelings and needs, encourage them to voice their own concerns, provide positive, chiefly informational feedback, and facilitate employee skill development (Deci & Ryan, 1987). These actions on the part of a supervisor are expected to promote employees' feelings of self-determination and personal initiative at work, which should then boost levels of interest in work activities and enhance creative achievement. In contrast, when supervisors are controlling, they closely monitor employee behavior, make decisions without employee involvement, provide feedback in a controlling manner, and generally pressure employees to think, feel, or behave in certain ways (Deci et al., 1989). Supervision that is experienced as controlling undermines intrinsic motivation and shifts an employee's focus of attention away from work activities and toward external concerns (Deci et al., 1989; Deci & Ryan, 1987). This reduction in intrinsic motivation is then expected to lower creative performance. These results are in line with the findings of several studies (Bertrams, 1999; Pelz & Andrews, 1996; Poalillo & Brown, 1978) which showed that creativity is fostered when individuals and teams have a relatively high level of autonomy in the day-to-day conduct of their work and a sense of ownership and control over their work and ideas. The effect of participation may be explained through intrinsic task motivation: the desire to work on something because it is interesting, involving, exciting, satisfying, or personally challenging. Fried and Ferris (1997) showed in their meta-analysis that autonomy is strongly related to internal work motivation. This motivational component is what turns creative potential into creative ideas (Amabile, 1997). Research has demonstrated relationships between employee creativity and high autonomy, skill variety, feedback, freedom, and challenging work (Amabile & Gryskiewicz, 1989; Oldham & Cummings, 1996). In addition to affecting creativity, job characteristics can also affect employee motivation. Meaningfulness of the work, responsibility for the outcomes, and knowledge of the work results all contribute to high internal motivation (Hackman & Oldham, 1975).

Research Question: Through my research I am aiming to explore about what creativity means in an organizational setting and the extent to which an organization supports creativity from their employees. Through my research I hope to answers to the following questions1. What is creativity?2. What does creativity imply in an organization setting? 3. Why does an organization need creative employees?4. How does managements monitoring, supervision and motivation affect employee creativity?5. How does an organizations culture relate to creativity? 6. How does an organizations procedural justice encourage employees creativity?7. What do new employees perceive about their organizations support to them to be creative?Hypothesis: In my research, I want to find that though an organization promotes and encourages its new employees to be creative, they constrain their creativity to a certain degree. I expect to find that organization do not constantly encourage creativity form its new employees. They mostly prefer new employees to carry out their orders given by their supervisors. Research Methodology: For my primary research, I would like to conduct a survey on a sample of employees in a particular organization. In particular, my sample will include employees form organizations. Hence I will design a questionnaire with different types of questions, so as to attain the useful data that will help me answer my questions. Besides, I would also interview two business school teachers who regularly teach organization creativity in university. For my secondary research I plan to use the resources of the web- articles, blogs, journals, databases, government statistics, academic websites, social media sites and other mediaData Presentation and Analysis

Exhibit: Employee motivation and creativity. Managements motivation at work place has a positive impact on employees creative performance in an organizational setting. Besides, autonomy and freedom to carry out ones one work indirectly motivates employee and which in turn empower employees to do work in different and efficient way. So, to measure the overall motivation of the new employees, I used these two questions to measure to what extent organization emphasize new employees motivation. When new employees were asked to define the level of motivation that they receive from their managers to be creative in their work, most of them think they receive some sort of motivation form the manager. However, only 11% of them receive no motivation at all and majority receives sometimes and moderately often. Besides, when they were asked about how autonomy and freedom they receive in carrying out their work, none received a great deal of freedom and autonomy at all and only approximately 6.67% receives no freedom and autonomy at all. However, the rest received some degree of freedom and autonomy to carry out their works. When the responses were seen from the prospective of both male and female, on an average, they all received a moderate amount of motivation to do creative works and freedom and autonomy to carry out their works. Since the data suggest that employee thinks, on an average, they are moderately motivated to creative work, I can then imply that an organization expects moderate level of creativity form its new employees.

Exhibit: Management supervision and creativity To measure supervisory support and control, I used to two questions. One is how do new employees define their managers management style is to be, and the other is how often their work is monitored by the managers. To answer what is their managers management style, new employees were asked to choose between supportive management style and controlling management style. Supportive management style enhances new employees creative performance, whereas controlling management style hinders new employees creative process. On the other hand, new employees were asked to choose among always, very often, moderately often, sometimes and not at all to answer how often their work is monitored. Employees whose work is constantly monitored severely curtail creative thinking, as employees would begin to act and then think in response to the unseen outcome. Out of my 30 respondents, approximately 60% of them experienced controlling supervision and the rest perceived it to be supportive supervision. However, when they were asked about, how often their works get monitored by the managers, all 30 of them experienced so degree of monitoring by their supervision. Moreover, when I analyzed the data form the prospective of both male and female, I noticed that a higher proportion of both the male and female respondents replied that their managers management style is controlling as opposed to supportive supervision style. Our data suggests that new employees on an average find their managers to be controlling instead of being supportive. However, an important observation is that still a good proportion of new employees still consider their managers to be supportive. On the other hand, though a good proportion of the new employees replied that they experience constant monitoring, on an average their work is moderately monitored. So form the data, I can conclude that an organization expects a moderate level of creativity form its new employees.

Exhibit: Organization culture and creativity. To measure the organization culture, I used 3 questions. Frist of all, I collected information to find what employee thinks about their organization culture to be. Secondly, I wanted to see whether the organization culture is participative in goal setting, making decision and appraising results or not and at the same time I also gathered information regarding how much freedom new employees get in expressing their opinions. Finally, I also asked employees to rate how satisfied they were with the organizational procedural justice. All these three questions were asked to new employees to measure whether the prevailing organizational culture supports or curtails new employees creativity. New employees were asked to choose whether their organization motivates them to learn, experiment, and take risk, or emphasize openness, commitment, trust and morale, or emphasize documentation, information management, stability and control or emphasize goal clarity, productivity and accomplishment. Organization culture that emphasizes openness, commitment, trust and morale is more suitable to foster creativity within the organization. However, organizational culture the emphasize documentation, information management, stability and control demotivates employee to be creative in their works. The pie charts shows that most of the respondent think that their organization emphasize on documentation, information management, stability and control. Approximately 45% of them think so, whereas only 20% of the respondents believe that their organization emphasize openness, commitment, trust and morale. Only the other 35% respondent thinks that their organization either emphasizes goal clarity, productivity and accomplishment or motivates them to learn experiment and take risk. Moreover, when employees were asked how positive their senior managers are in sharing knowledge with them, 50% of them thinks that senior managers are slightly positive in case of sharing working knowledge. Besides, when they were asked about how participative their organization is in respect of goal setting, making decision and appraising results, then again majority thinks that the organizations are moderately participative. Furthermore, most of the new employees received a moderate amount of freedom in expressing their own opinions in the organization and they were also slightly satisfied with the prevailing organizational culture. So form the data, it can be inferred that most of the new employees thinks that their organization emphasize documentation, information management, stability and control instead of openness, commitment, trust and morale.

Exhibit: Career satisfaction and creativity. Career satisfaction and employees creative performance is positively correlated. So, to understand how satisfied new employees are with their career, I asked them to rate among extremely satisfied, slightly satisfied, neither satisfied nor dissatisfied, slightly dissatisfied, and extremely dissatisfied. If employees fell satisfied then they have incentive to be creative, whereas if they are dissatisfied then it hinders their creative performance. When new employees were asked about how satisfied they are with their career, 40% of them thinks that they are satisfied, approximately 43% is dissatisfied and 17% are neither satisfied nor dissatisfied. However, 16% of my respondents were extremely dissatisfied and only 6% were extremely satisfied. So from the data, I see that approximately equal proportion of employees is satisfied and dissatisfied. So, form it I can infer that organization prefers moderate level of new employees creativity. Challenging jobs increases employees career satisfaction. So to see how challenging new employees think their job is to be, I asked them to choose among very challenging, moderately challenging, slightly challenging, and not at all challenging. If they think their job to be very challenging then it will positively affect their career satisfaction and thus will positively impact their creative behavior. Out of my 30 respondents only 17% of them think that their work is not at all challenging and the rest 83% thinks their job to be challenging to some extent. However, majority of them approximately 70% thinks that the work they currently do is moderately and slightly challenging. Only 15% thinks that their work to be very challenging. Since most of the respondent thinks that their works to be moderately challenging, it can be infer that employees are moderately satisfied with their career. Thus their moderate career satisfaction suggests that organization puts moderate emphasis on new employees career satisfaction. So, it can be concurred that an organization accepts moderate level of creativity form new employees. Secondary Research: The following is an in-depth the interview of Boby Hajaj, Lecturer North South UniversityWhat does creativity imply in an organizational context? Answer: Creativity has broader implication in an organization, and it is quite very difficult to generalize in an organizational context. However, the need for creativity varies from industry to industry. Sad but true that public sectors in our country put less emphasis on creativity. However, private sectors seem to be putting much more emphasis on creativity than before. Implication of creativity differs due to organization culture and industry. It also has different implication for skilled and semi-skilled workers. An organization that wants growth puts much more emphasis on creativity than any other organization. My personal opinion to this question is that organizational creativity is the sum total of its individual employees creativity. Why is employees creativity so important for an organization? Answer: Employees are the ones who govern an organization. An organization is run and controlled by its employees. So, in order for an organization to be creative in what it does, its employees have to be creative in what they do. Time demands that an organization needs to grow, and for the growth of an organization there is no other alternative other than creativity and innovation. So that is why employees creativity is very important for an organization. What significant role new employees have in organizational creativity? Answer: It again depends on industry to industry, for example and technological firm will demand high level of creativity. Though it is very difficult to say what significant role they have in organizational creativity, organization cannot ignore or defy their contribution in any way. Actually when it is about creativity, it can come from anyone one in anytime. What do you think how far an organization accepts creativity form its new employees? Answer: In the current context, an organization happens to put less emphasis on new employees. However, in marketing sections employers happen to give high level of importance on new employees creativity. The following is a comprehensive interview with Neaz Patwary, Lecturer North South University What does creativity imply in an organizational context? Answer: Creativity implies different things in different works. It is different from job to job, culture to culture, organization to organization. In our county, creativity is now welcomed form the root level employees. However, there are few jobs where creativity is not only welcomed but also expected. If it is a new organization then this might be different. Creativity also depends on the key stakeholders. Since it is related to change management, top level employees role matters. If it is a small organization, then it completely depends on the owner. It is also embedded on the history and context of the organization. Why is employees creativity so important for an organization? Answer: Creativity has become the agent of change for an organization. It is now the key engine for organizational growth. Creativity provides an organization a unique advantage in the market place. It has no alternative for an organizations survival and growth. What significant role new employees have in organizational creativity? Answer: Creativity is something that might come from anyone else in the organization. None can tell that or no research suggest that senior members of the organization is highly creative. However, if you look at the current trend, technological sector where employee creativity is considered as oxygen they are hiring more new young people in their organization. So off course, new employees have greater significant role in organizational creativity. What do you think how far an organization accepts creativity form its new employees? Answer: It again depend on which types of organization in our country. If you consider Private Corporation, then they have higher emphasis on employee creativity. However, in public corporations the support for new employee creativity is very minimal. However, the good thing is that things have changed a lot in our country, in terms of employees creativity. I am optimist that our organization in future will put more emphasis on new employees creativity.Summary of Research Finding Hence after analyzing the results of my surveys I can see the following trend On an average, new employees work is moderately often monitored by the managers. Though a greater proportion of new employees work under controlling supervision, supportive supervision by managers is increasing for new employees. On an average, new employees are moderately often motivated by their managers to be creative in their work. Moreover, new employees also receive moderate amount of autonomy and freedom in carrying out their respective works. Senior colleagues mostly slightly positive in sharing working knowledge with new employees. However, new employees works are mostly focused on documentation, information management, stability and control. New employees are also given moderate level of participation in organization goal setting, decision making, and appraising result. They also get a moderate amount of freedom to express their own opinion. New employees are also slightly satisfied with the organizations procedural justice. A higher proportion of the new employees are also slightly satisfied with their career. New employees also think the work they do is slightly challenging. Looking back at my hypothesis which stated that organizations do not constantly encourage creativity from its new employees, and they prefer new those new employees to carry out their managers orders. I can now see infer form the data that my hypothesis is not completely satisfied, but it does partially match with my hypothesisRecommendation: Firestein (1996) illustrate creativity as an essential weapon for any organization: Creativity is a strategic business weapon. The organizations that will survive and thrive in the twenty first century will not be the ones with the deepest pockets, but the ones that can unleash and apply the creativity of their workplace (p.13). S, it keeps no doubt that employee creativity is an asset for an organization, and organizations need to build and give opportunity to every employee be creative in their works. My suggestion in this regard would be: An organization to develop a formalized creativity program for new employees. An organization to establish a creativity department or have creativity trained specialists. Management should be supportive in supervising new employees. An organization should constantly motivates and provide incentives to new employees to be creative at their work. New employees should be given an acceptable autonomy and freedom to carry out their work. Senior management should be encouraged to be more positive in knowledge sharing. An organization should emphasize openness, commitment, trust and morale. An organization should be more participative for new employees in goal setting, making decision, and appraising result. New employees to be given challenging jobs and focus should be given on their career satisfaction.Conclusion: In conclusion, this study shows that an organization accepts a moderate level of creativity form it new employees. Though the sample size was too small to provide any significant statistical result, we can generalize form our given analysis that an organization has a long way to go to improve their organizational setting to encourage and improve new employee creative performance at work. Organizations in the developed countries have higher implication to explore new employees creativity. As a developing country, our performance is not too bad, nut our organizations have to fully understand the value of new employees creativity and properly implement for their organizations.

Reference listAmabile, T. M. & Gryskiewicz, N. D. (1989). The creative environment scales: Assessing the work environment for creativity. Creativity Research Journal, 2, 231-253.Amabile, T. M. 1988. A model of creativity and innovation in organizations. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior, vol. 10: 123-167. Greenwich, CT: JAI Press.Amabile, T. M. 1988. A model of creativity and innovation in organizations. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior, vol. 10: 123-167. Greenwich, CT: JAI Press.Amabile, T. M., & Gryskiewicz, D. (1989). The creative environment scales: Work environment inventory. Creativity Research Journal, 2, 231-253.Amabile, T. M., & Gryskiewicz, S. S. 1987. Creativity in the R & D laboratory (Technical Report No. 30). Greensboro, NC: Center for Creative Leadership.Bertrams, J. (1999). De kennisdelende organisatie. Schiedam, Netherlands: Scriptum [The knowledge sharing organization].Bertrams, J. (1999). De kennisdelende organisatie. Schiedam, Netherlands: Scriptum [The knowledge sharing organization].Bower, M. (1965). Nurturing innovation in an organization. In: G. A. Steiner (Ed.), The Creative Organization. Chicago, IL: Chicago University Press.Brand, A. (1998). Knowledge management and innovation at 3M. Journal of Knowledge Management, 1, 17-22.Cameron, K. S. & Quinn, R. E. (1999). Diagnosing and changing organizational culture. Reading, MA: Addison Wesley.Claver, E., Llopis, J., Garcia, D., & Molina, H. (1998). Organizational culture for innovation and new technological behavior. Journal of High Technology Management Research, 9, 55-68.Deci, E. L., & Ryan, R. M. 1987. The support of autonomy and the control of behavior. Journal of Personality and Social Psychology, 53: 1024-1037.Deci, E. L., Connell, J. P., & Ryan, R. M. 1989. Self-determination in a work organization. Journal of Applied Psychology, 74: 580-590.Farh, J. L., Early, P. C., & Linn, S. C. (1997). Impetus for action: A cultural analysis of justice and organizational citizenship behavior in Chinese society. Administrative Science Quarterly, 42, 421-444.Firestien, R. L. (1996). Leading on the creative edge: Gaining competitive advantage through the power of creative problem solving. Colorado Springs, CO: Pinon Press.Fried, Y & Ferris, G. R. (1997). The validity of the Job Characteristics Model: A review and meta-analysis. Personnel Psychology, 40, 287-321.Hackman, J. R., & Oldham, G. R. (1975). Development of the Job Diagnostic Survey. Journal of Applied Psychology, 60(2), 159-170.Hauser, M. (1998). Organizational culture and innovativeness of firms - an integrative view. International Journal of Technology Management, 16, 239-255.Kanter, R. M. 1983. The change masters. New York: Simon & Schuster.Kao, John (1991), Managing Creativity, Prentice Hall, New Jersey.Kimberley, J. R. & Evanisko, M. J. (1981). Organizational innovation: The influence of individual, organisational and contextual factors on hospital adoption of technological and administrative innovations. Academy of Management Journal, 24, 689-713.Konovsky, M. A. & Pugh, S. D. (1994). Citizenship behavior and social exchange. Academy of Management Journal, 37, 656-669.Lave, J. (1988). Cognition in practice: Mind, mathematics, and culture in everyday life. Cambridge: Cambridge University Press.March, J. G., & Simon, H. A. 1958. Organizations. New York: Wiley.McCartt, A. T. & Rohrbaugh, J. (1995). Managerial openness to change and the introduction of GDSS: Explaining initial success and failure in decision conferencing. Organization Science, 6, 569-584.Moorman, R. H. (1991). Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship? Journal of Applied Psychology, 76, 845-855.Nystrom, H. (1990). Organizational innovation. In M. S. West & J. L. Farr (Eds.), Inno-vation and creativity at work: Psychological and organizational strategies (pp. 143- 162). New York: Wiley.Organ, D. W. (1988). The good soldier syndrome. Lexington: Lexington Books.Proctor, Tony (1997), The Essence of Management Creativity, Prentice Hall of India, New Delhi.Rousseau, D. M. (1989). Psychological and implied contracts in organizations. Employee Responsibilities and Rights Journal, 2, 121-139.Shalley, C., & Gilson, L. (2004). What leaders need to know: A review of social and contextual factors that can foster or hinder creativity? Leadership Quarterly, 15(1), 33-53. Staw, B. M. 1990. An evolutionary approach to creativity and innovation. In M. A. West & J. L. Farr (Eds.), Innovation and creativity at work: 287-308. Chichester, UK: Wile Van de Ven, A. H. 1986. Central problems in the management of innovation. Management Science, 32: 590-607.Van de Ven, A. H., & Angle, H. L. 1989. An introduction to the Minnesota innovation research program. In A. H. Van de Ven, H. L. Angle, & M. S. Poole (Eds.), Research on the management of innovation: The Minnesota studies: 3-30. New York: Harper & Row.Vygotsky, L. S. (1978). Mind in society: The development of higher mental processes. Cambridge: Harvard University Press.Wenger, E. (1998). Communities of practice. Cambridge: Cambridge University Press.West, M. A. & Anderson, N. R. (1996). Innovation in top management teams. Journal of Applied Psychology, 81, 680-693.West, M. A., & Farr, J. L. 1989. Innovation at work: Psychological perspectives. Social Behaviour, 4: 15-30.Woodman, R. W., Sawyer, J. E., & Griffin, R. W. 1993. Toward a theory of organizational creativity. Academy of Management Review, 18: 293-321.Woodman, R. W., Sawyer, J. E., & Griffin, R. W. 1993. Toward a theory of organizational creativity. Academy of Management Review, 18: 293-321.Zammuto, R. F. & Krakower, J. Y. (1991). Quantitative and qualitative studies of organizational culture. Research in Organizational Change and Development, 5, 83-114.

17