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Title of the Thesis: Effective employee organization identification on creative performance in 21st century, the Mediating role of Intrapreneurial Orientation.

Department: Masters of Business administration

CHAPTER ONE
INTRODUCTION

Chapter one gives information about the research philosophy of this thesis. This is followed by the aims and objectives of the empirical study conducted with hotel employees in Lagos State of Nigeria and its potential contributions to human resource management in the hospitality sector. This chapter also provides information about the proposed methodology. 

1.1 Research Philosophy
Over time, there has been a major shift in how employees perceive the organizations in which they work with. The role of employees in organizations has changed because of this shift. Decision-making processes have become more decentralized, and employees are gaining more responsibility according to Foss, Lyngsie and Zahra (2015). This trend goes hand in hand with employees being relied upon to be flexible, proactive, and innovative (Giunipero, Denslow & El Tantawy, 2005). Rather than employees being passive recipients of changing jobs and products, employees now need to adopt roles as “innovators” and “differentiators” and as such fuel their creative juices (Bowen, 2016). The ability to be creative and continuously innovate has become critical success factors for any establishment. According to Tubagus (2016), creativity and innovation should be acknowledged as a company's core capability. Creativity and innovation are crucial for the survival and success of today’s knowledge-based organization and the same goes for any organization that is ready to compete in today’s ever-changing market. Creativity can also augment an organization’s innovation capacities. Pesut (2013) noted that customers are demanding innovation; competitors are getting better at copying past innovations; new technologies enable innovation and what used to work doesn’t anymore. To succeed and “to remain externally adaptive” (Schein, 2004), businesses must create a culture that fosters creativity and promotes innovation. According to Tubagus (2016), innovation will be encouraged when culture and the way of thought collide together creating new ideas.
Indeed, it has become a common philosophy that employees will be pleased to work if the support of the organization to them is optimal. Moreover, they will work in accordance with the organization’s motives and not a few of employees who put aside their personal matters for the organization. Thus, job involvement of an employee in the organization can be possibly made by the support of organization, which is known as perceived organizational identification (Kurtessis, Eisenberger, Ford, Buffardi, Stewart, & Adis, 2015). Without the good organizational support which can be perceived by the employees, then it is not possible that the involvement level of employees will work as expected. Therefore, there is a causal relation between organizational identification and employee involvement and creative performance (Joshi, 1998).

Employees with higher intrapreneurial orientation can manage their work and family roles and experience low levels of work–family conflict and family–work conflict (Burkus, 2014). If this is the case, such employees will not have absence intentions from work. For any organization, its employee is its basic constituent unit, and the organization culture, value and code of conduct enjoyed by all employees gives rise to the organization identity that is perceived by the employees. It can provide employees with a relaxed working environment with harmonious interpersonal relationships to give full play to their creative ability. An effective organization identification will allow employees to have a sense of mission and feel responsibility and be oriented to work towards the overall goal of the company. The competitiveness of enterprises is not only reflected in the technology, but also in how their employees perceive them. A positive perception can promote healthy development of an enterprise, actively mobilize the performance of employees, and make them work with more enthusiasm. Modern-day employees are expected to be able to adapt to and shape the (changing) business environment, igniting new products or process ideas (Pesut, 2013). They are expected to actively seek opportunities and take risks to introduce change. More specifically, employees are increasingly required to adopt a more intrapreneurial way of working to deal with or even initiate these changing requirements and directly impact a firm’s strategic direction (Hart, 1992; Peters & Waterman, 1982). For example, Heinze and Weber (2016) found that intrapreneurial employees implement new logics in organizations by using opportunistic tactics and leverage small changes to spark larger changes in the broader organization. In addition, it has been shown that lower-level employees can induce bottom-up socially inspired innovations in for-profit organizations.

This therefore means that employees’ perceptions of organization identification play a crucial role in their creative performance for their employers which can be mediated by their own individual intrapreneurial orientation. . .
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1.2 Aims and objectives of the study

Employee creativity has been defined as the process of developing or creating new ideas or innovations in the workplace to aid process improvement and establish growth in the organization (Karatepe, 2013). Employee creative performance is critical for the company's existence and its competition in the market (George & Zhou, 2002). Innovation is critical for organizations, to the point it affects the employees’ job efficacy and their satisfaction (Gilson, 2008). Employee’s creativity can be enhanced in the organization by empowering the employee and giving feedback on how they achieved their goals, giving them free hand how they want to achieve those goals which will result to enhanced performance beyond imagination (Dvir, et al., 2002). Employees’ intrapreneurial orientation and their creative performance can have a positive relationship explaining the fact that it takes some processes to go through to get new knowledge but in due time the individual is able to come up with new techniques which tends to be creative and efficient having positive relation on the organization performance (Jaussi & Dionne 2003). An employer’s image or identification is the most important benchmark of the company's assets, to assess its key value and measure its performance, which increases or decreases with market competitors; a company can increase its performance by empowering their employees so they can achieve better performance of the firm, and customer satisfaction (Kotha, et al., 2001). The organization’s knowledge, skills, and ability to make use of the maximum potential of its employees, due to modern research would show that creative capabilities in this present time are more important than having surplus human resources. Creative skills are the most important factor for the organization’s performance, and it is better enhanced when these skills are developed so that the employees are more creative.

Consequent upon the above information, the overall aim of this study is to identify employees’ perceptions of organization identification and their effect on creative performance among three hundred and two (302) employees of two hundred (200) Hotels in Lagos, Nigeria. The specific objectives of this study include to:

i. assess the relationship between organizational identification and intrapreneurial orientation;

ii. analyse the effect of employees’ organizational identification on the creative performance and absenteeism of the employees.

iii. determine the relationship between employees’ intrapreneurial orientation, creative performance, and absenteeism.

iv. Test the mediating role of intrapreneurial orientation between organizational identification and creative performance and absenteeism.