CHAPTER 4 DATA ANALYSIS AND FINDINGS
4.2 Results of the Qualitative Data Analysis
4.2.3 Organizational Support for PSI
Eisenberger (2002) stated the following regarding Social exchange theory and organizational support: “Social exchange theory and organizational support believe that such help prompt positive representative results ” (Rhoades & Eisenberger, 2002). When members have higher POS, it will inspire them to achieve the objectives and goals (Razzaqul, personal communication, 2019). Arshadi stated that “the organizational support theory claims that positive outcomes will be obtained if there are obligational relationships between employees and the organization” (Arshadi, 2011). Thus, the higher the POS, the greater will be the contribution of the members’
outcomes to the team.
Mr. Moniruzzaman indicated that during the last five years, technical support with laptops, computers, and i-pads have been supplied more than enough, and broadband internet lines for wi-fi are available. Other than that, wireless modems have been provided for uninterrupted internet service all over the district and upazila offices, but the speed of the internet is sometimes not up to the mark (Moniruzzaman, personal communication, 2019). This opinion of Mr. Moniruzzaman was corroborated by other interviewees.
Without mental satisfaction in delivering services in a simplified way, there are no other benefits, no financial benefits or incentives for the extra work, as indicated by Mr. Moniruzzaman. There are extra workloads but no extra payments, and this sometimes demotivates the officers in terms of inspiring innovation. There is no reprobation system for not engaged in innovation may be an important barrier for innovation (Moniruzzaman, personal communication, 2019). This opinion of Mr.
Moniruzzaman was corroborated by the other interviewees. However, Mr. Ahsan, Mr.
Abul Kalam, and Mrs. Yeasmin added that there is a provision of awarding the officers called jonoproshason padak, where innovation is an important criterion. Also, there is an opportunity to be selected as a member of a foreign pleasant tour to encourage an extra ordinary innovative works. However, the selection process is a little bit lengthy and complex. Each district committee can make a short list of three
extra ordinary innovation works and then send it to the ministry. All over the country the ministry is responsible for selecting ten members for the pleasant tour for their innovative work.
Mr. Saidur Added that for a brand-new project the officers should do a lot of ground work after the specified office hours, but there are no financial payments for this. Creativity would be more encouraged if there were a reward system introduced, and also it would raise the competitive environment for innovation.
Mrs. Rehana and Mr. Abul Kalam mentioned the difficulties of initial grants for innovative projects. In order to run the initial innovation projects there is no fund in the district collectorate office (DC Office). If initial money is needed, then the DC office send it to the related ministry. In the same case, the upazila nirbahi office can arrange for not more than one hundred thousand BDT as initial money for an innovative project but through the budget allocation procedure of the Annual Development Budget (ADB) meeting (Rehana, Kalam, personal communication, 2019).
A strong association was found among team cohesion and capacity and team creativity. However, the extent of this relationship depends mostly on the capability of leadership. Most of the time, the role of the leaders encourages the team members to contribute to creativity and innovation. Most of the members of the team have stated that the team leader makes an effort to establish team cohesion. The positive approach of the leader along with flexibility and accommodative gestures inspire team cohesion and capacity, which positively affects creativity.
Team cohesion is a must for the good tuning within the team members, which has a significant impact on creativity as well as innovation. Mrs. Monira Begum identified that informal communication or gathering may develop informal relations.
In the district offices, there is little chance to meet outside the office hours as most of the officers stay outside the government quarters, but at the upazila level, the picture is just the opposite. Team cohesion is a strong predictor of creating a creative atmosphere, which leads to innovation and thus innovation outcomes (Monira Begum, personal communication, 2019).
In the context of Bangladesh innovation is sometimes time consuming and expensive and therefore, replication is considered for creating an environment and
showing a positive attitude toward innovation, as stated by Mr, Ahsan Habib (Ahsan Habib, personal communication, 2019) Mrs. Yeasmin mentioned that the customized replication may be the best initiative to expedite public service innovation (Yeasmin, personal communication, 2019). According to Mrs. Rehana, the innovation evaluation sheet has a column entitled “Is this innovation replicable?” According to this innovation evaluation form, the innovation team has to fill in the form and send it to the ministry, which is also carrying out an important role of replication. The GIU and A2I are still doing research on this issue. The relevant ministries are responsible for taking decisions as to whether this innovation is replicable or not. For example, if the innovation is related to health or agriculture or education, then the health, agricultural or educational ministry will decide whether this innovation is replicable or not. It should be mentioned that the successful innovation project of Bagerhat may be replicable in Joypurhat but it may not be replicable in the districts of the Chittagong hill tracts due to the socio-economic and geographical conditions of the location.
Therefore, before replicating any innovative projects, there should be rigorous ground work, as stated by Mr. Moniruzzaman (Moniruzzaman, personal communication, 2019). For many of the work places in Bangladesh, the government has ensured internet connectivity and speed. The supplies of devices are in abundance, as mentioned by most of the team members. Online facilities are adequately available almost across the country. Some of the places do not have required internet speed. In that case, internet issues are well taken care of by the technical people and authority.
Replication is closely related to innovation. In Bangladesh, public service, many of the claimed innovations are merely replications. Innovation is challenging but replication is easier. In the current and overall context, the replication of an innovation is perceived by the innovation team as a step toward creating an atmosphere of innovation. Therefore, replication is considered as creating an environment and showing a positive attitude toward innovation.
Indeed, creativity involves a higher level of brainstorming, intellectual inputs, and complete comprehension of the problem. It also requires in-depth ground work.
With the given resources, capacity, and the steel-frame bureaucratic structure, it is difficult to achieve innovation. Even after so much direct and indirect support from the government, innovation and creativity have been difficult to achieve. On the other
hand, replication is easily achievable. Therefore, replication is not discouraged for the above-mentioned reasons.
4.2.4 The Influence of Transformational Leadership in Developing