Executive Summary

Adobe Systems is an organization that deals with the production and sale of software to the consumers. The nature of the products and services that the organization offers requires a higher level of innovation and creativity amongst its staff. It is reported that the company has invested hugely in the employees’ creativity; nevertheless, they have not yet achieved the improvement in the creativity of the employees as anticipated. There must be certain factors that influence the creativity and innovativeness of the employees that the company has not explored. The proposed study will evaluate the factors influencing the creativity of the employees to suggest the changes that the organization needs to make in order to be innovative and creative in their operations. Through the use of the survey method of research, and using questionnaires as the data collection tools, the proposed study will determine how the transformational leadership, social interaction amongst the employees, and job complexity influences the employee creativity. Regression analysis will be adopted to determine the nature of the relationship observed between the dependent variable (employee creativity) and other independent variables. The recommendations on the changes to be made by the organization will be provided based on the nature of the relationship observed between the study variables.

Situation Analysis

Adobe Systems is a computer software organization that focuses on the creation and development of creativity and multi-media software products. Recent development has seen the company move towards the development of rich internet application software. The major known creativity software developed by the organization includes an image editing software known as photoshop (Adobe Systems, n.d). Based on the nature of the products that the company offers, innovation and creativity must be part and parcel of the employees to the organization (Rego, Sousa, Marques & Cunha, 2014). Accessing creative employees is a major challenge that the organization is facing. In addition, boosting the creativity of its current employees is another challenge that the management to the organization is yet to handle. It is reported that the company has invested heaviliy to boost the creativity of its employees; nevertheless, the company has not had the intended change and improvement on the employees’ creativity. It is vital that the management take up measures that will stimulate the creativity willingness of the employees to enhance their innovation behavior (Mei, Peng & Yang, 2012). As such, the proposed study will explore the factors influencing the employees’ innovative behaviors to avail relevant information needed by the management to manage effectively the creativity and innovation behavior of the employees.

Problem Statement

The main aim of Adobe system is to create and develop creative and unique software. As such, the organization must innovate continuously to avail innovative products that will be acceptable to its consumers. The employees to the organization are the major driving force to the company hence their innovation and creativity behavior significantly influence the innovation performance of the organization (Wang & Duan, 2014). It is reported that the company has invested hugely on the creativity of its employees; nevertheless, positive changes in the creativity levels of the employees have not been accomplished (Adobe Systems, n.d). It is therefore important that the management have a clear understanding of the factors that influence the creativity of the employees for them to design measures and strategies that will ensure the creativity and innovation of their workforce is enhanced.
The main aim of the proposed study will be to identify the main factors influencing the employees’ creativity and innovation behavior. The proposed study will determine how the transformational leadership, organizational commitment, job complexity and social interaction influences the employees’ creativity in the context of Adobe Systems Company.
Management Question
What are the factors that influence the creativity of the employees?
Research Questions
What is the influence of transformational leadership, organizational commitment level, job complexity, and social interactions on the employee creativity?
1.3. Statement of Importance and Benefits
The findings of the proposed study will not only be beneficial to the managers of Adobe Systems, but also to the management of other organizations that needs to have creative and innovative employees. The findings will provide information on the approaches that can enhance the creativity of the employees. The proposed study will also provide information that will enable the managers understand clearly how to effectively manage the employees’ creativity. This will ensure that they put up measures and strategies that will ensure the organization’s workforce is innovative and creative (Mei, Peng & Yang, 2012). Better returns are likely to be reported following the production of innovative products by the creative staff (Bledow, Rosing & Frese, 2013). It is important that the study is carried out immediately to ensure that solutions to the creativity problem are identified sooner than latter so that the company remains competitive within the market. As Lin and Sun (2013) noted the profitability of the organizations that focuses on production and sale of software is dependent on their level of creativity and ability to offer unique products. As such, it is vital that the company knows the factors that are likely to influence the creativity levels of the employees as well as how the influence is likely to be observed for them to adopt necessary changes that will ensure the organization remain competitive and report a higher level of performance.

Theoretical Perspectives
The cognitive evaluation theory adopts a perspective of intrinsic motivation to sustain the association between work related factors and employee creativity. According to Bledow, Rosing & Frese (2013) the work related factors includes the job complexity, organizational commitment, leadership among others. The theory holds that a supportive work environment is likely to assist the employees be contented with their job that consequently lead to creativity. According to Coelho, Augusto & Filipe (2011) work related factors have the controlling roles that affects the employees’ feelings of self-determination and control. Lian, Yang & Ma (2013) have reported that the nature of the work related factors, those are job complexity and leadership can influence the perceptions of the employees towards working. The contextual factors can be perceived as capable of promoting employee competencies and supporting autonomy and thus referred as information. On the contrary, they can also be perceived as controlling when the employees feel that they are pressure directed to them to behave or act in a certain way (Rego, Sousa, Marques & Cunha, 2014). The cognitive evaluation theory asserts that when the work related factors are perceived as informational, then they are likely to act a source of intrinsic motivation to the employees leading to their enhanced creativity. On the other hand, when the factors are perceived as controlling then they are likely to have negative effects on the creativity levels of the employees.
The role theory has also been adopted in the evaluation of the factors that influence the creativity and innovation behaviors of the employees. Based on this theory, employees within any organization are likely to be involved in some form of role stress in their line of duty. Li & Zheng (2014) has indicated that role ambiguity and role conflict are the major causes of role stress. Role ambiguity is observed when there is lack of salient information availed to the employee to undertake a certain task. On the other hand, role conflict arises when there is incompatibility between the prospects of two different kinds of role set such as the supervisor and the employees (Gong, Zhou & Chang, 2013). According to Rego, Sousa, Marques & Cunha (2014) this theory any form of role conflict or ambiguity when reported within the organization is likely to have negative implication on the creativity of the employees. The proponents of the theory have argued that the perception of the employees on the behaviors expected from them is influenced by their implicit and explicit communication with others. As such, the social interaction observed within the organization is likely to cause or prevent role stress and consequently reduce the level of employee creativity or enhance the employee creativity level respectively. The proposed study is therefore informed by the aforementioned two theories, the role theory and the cognitive evaluation theory.
2.2. Study Variables
2.2.1. Focal variable (Dependent Variable)
2.2.1.1. Employee Creativity
Employee creativity refers to an act of generating and applying innovative thinking in an organizational context with the objective of having a personal and organizational gain (Lin & Sun, 2013). The process of creativity mainly involves seeking for opportunities, generating new ideas, carrying out research and applying the information obtained to come out with an innovative product. Employee creativity is necessary in any organization that focuses on innovation to develop and avail its products and services (Gong, Zhou & Chang, 2013). Nevertheless, it is not a guarantee that all the employees within an organizational set-up will be creative. There are certain factors both internal and external that influence the ability of the employees to be creative and innovation. Apart from the intrinsic factors of individual self-drive, there are other organizational factors such as the type of leadership in place, the nature of the task to be undertaken by the employees and the nature of the working environment that are likely to influence the creative nature of the employees. As such, it is vital to study the factors that influence the employee creative for the proper management of the identified factors in a way that creativity amongst the employees is encouraged within the organizational set up.
2.2.2. Impacting Variables
2.2.2.1. Independent Variables
2.2.2.1.1. Job Complexity
Job complexity-job complexity refers to the nature of the tasks that are to be performed by the organization. The complexity nature of the job is determined based on the employee’s ability to handle the task as well as the context under which the task is to be performed (Lin & Sun, 2013). Generally, the level of creativity possible or required in any job is dependent on the job itself. According to Rego et al (2014) creativity normally exists in a continuum, where creative activities range from minor adaptions to major breakthroughs. In certain jobs, the employees do not need to act creatively to perform a task; on the other hand, there are certain jobs that require the employees to be creative for the task to be properly undertaken.
Different kinds of jobs to be undertaken by the employees vary in their complexity. According to Gong, Zhou and Chang (2013) the extent through which a particular task requires less routine or autonomy, or the extent through which it allows for latitude decisions are associated with the openness to new experiences of intellectual flexibility. Bledow, Rosing and Frese (2013) have pointed out that complex jobs are multifaceted in nature and therefore encourage the employees to acquire and combine knowledge from different sources thus promoting creativity. Mei, Peng and Yang (2012) have also noted that complex jobs require more elaborate thinking process as opposed to the simplier jobs. As such, employees are more likely to be creative when undertaking more complex jobs than the simpler jobs. Based on this reasoning, it is hypothesized that a higher level of job complexity has a significant positive influence on the employee creativity.
H1 A high job complexity has a significant positive influence on the employee creativity
2.2.2.1.2. Social Interaction
Social interaction is the communication observed between the employees and the customers and amongst the employees. The interactions are expected to results into knowledge sharing and development of new ideas. It is believed that creativity within the workplace cannot be achieved through the independent contributions of a single individual. Gong, Zhou & Chang (2013) has indicated that frequent interaction between individuals with different levels of knowledge is likely to results into the development of a creative or innovative idea. According to Lian, Yang & Ma (2013) interaction between employees is likely to promote trust and emotional reciprocity amongst the employees that will not only support knowledge sharing but will also broaden the field of vision such that new ideas are developed and shared. Positive social interaction between the employees is therefore likely to enhance the innovation behavior of the employees.
H2 Social interaction has a significant positive influence on employee creativity
2.2.2.1.3. Transformational Leadership
Transformational leadership entails the behaviors that encourage the employees to take a different approach on how they perform the organizational tasks. The transformational leadership is also a form of leadership style that encourages the employees to try out new strategies when performing different roles within the organization (Lin & Sun, 2013). Previous scholars have pointed out that transformational leadership is vital in employee creativity (Harris-Boundy, 2015). This is due to the fact that transformational leaders create a suitable and supportive environement for creativity (Rego, Sousa, Marques & Cunha, 2014). The employees are therefore able to try out new ideas that further enhance their creativity without fear. The motivation that the employees received from the transformation leaders further encourages them to change the status quo thus enhancing their creativity. Based on the reasoning described abover, it is hypothesized that transformational leadership is positively related to employee creativity
H3 Transformational leadership is positively related with employee creativity
2.2.2.2. Mediators
2.2.2.2.1. Self-efficacy
Inorder to understand how the identified independent variables influence the employee creativity, there is need to pay attention to the employees’ belief on themselves that is likely to influence their actions and behavior. Self-efficacy is the belief on one’s ability to perform and has significant influence on the employees’ choices (Chung-Jen, Huei-Ting, Ming-Tien, 2014). Self-efficacy also influences the nature of the tasks that the employees are likely to engage and consequently have influence on their creativity. According to Ma, Cheng, Ribbens and Zhou (2013) complexity nature of the tasks that the employees are to handle is likely to influence their self-efficacy. In addition, the extent of social interaction observed between the employees and the adoption of transformational leadership is also likely to influence the self-efficacy of the employees. Transformational leadership, job complexity and the extent of social interaction is likely to influence the employees’ self-efficacy that will consequently influence their creativity. Self-efficacy therefore has a mediating role whe determining the relationship between the aforementioned independent variables and employee creativity.
2.2.3. Boundary conditions (Moderators)
2.2.3.1. Employee Regulatory Focus
The regulatory focus of the employees is seen as a possible moderator in the relationship between transformational leadership and employee creativity. According to Gong, Zhou and Chang (2013) the regulatory focus theory distinguishes between two major foci that shapes the goals that an individual seeks to achieve as well as the needs that are sought to be satisfied. Based on the regulatory theory, leaders are likely to influence the behavior of the employees through inducing the prevention or promotion of focus(Lin & Sun, 2013). The prevention focus has been linked to the development of goals and security needs that are related to the out-self. On the other hand, promotion focus is connected with the developmental goals and needs that are associated to the ideal self (Rego et al., 2014). Promotion focus is shown to be highly beneficial for promoting creative behavior amongst individuals. The proposed study will test the assumption that promotion focus is a mediator for the relationship between transformational leadership and employee creativity.
2.2.3.2. Interpersonal Ties
Interpersonal ties refer to the connections that carry information between people in a social network. According to Jia et al (2014) interpersonal ties can be exhibited in strong, weak or absent ties. The nature of social ties exhibited in any social interaction process can determine the kind of information that flows between the interacting individuals. Baer (2012) has argued that weak social ties are embedded in most of the social networks observed within the society. Moreover, Burt, Kilduff and Tasselli (2013) have noted that weak social ties are responsible for proper transfer of information in the social networks. More novel and useful information are likely to flow between interacting individuals when they have weak social ties. This is due to the fact that when individuals have close ties they are likely to be friends and thus the information that one receives overlap with what one is conversant with. Focusing in the case of the employees, they are likely to acquire and share novel information when they have weak ties between themselves leading to their enhanced creativity. As such, it is proposed that a weak social tie acts as a moderator for the relationship between social interaction and employee creativity.
2.2.3.3. Ambiguity Tolerance
Ambiguity is defined as the absence of sufficient information on a particular field. According to Mansour (2015) ambiguity is normally characterized with certain factors such as complexity and newness. Tolerance of ambiguity therefore refers to the willingness of interpreting or understanding the information that is ambiguous or complex in nature. Furnham & Nederstrom (2010) have noted that creativity is only observed in the presence of complex, new or contradictory situations. As such, the ability of an individual to have tolerance for ambiguity will influence his/her ability to be creative in the context of a complex job (Hassan et al., 2013). A high ambiguity tolerance will enhance employee creativity when handling complex tasks. It is therefore hypothesized that tolerance for ambiguity has a moderating role in the relationship between job complexity and employee creativity.

Model of Hypothesis

3.0. Methodology
3.1. Research Approach
Deductive and inductive are the two major research approaches that can be adopted in a study. The inductive approach make use of the up down strategy where the researcher uses specific information collected from the study participants to develop a theory or make general conclusion on an issue (Bryman & Bell, 2015). This approach is mostly adopted in qualitative studies. On the other hand, the deductive approach uses the top down strategy where the researcher starts with a theory to develop hypotheses that are tested to avail specific information (Ferrell & Fraedrich, 2016). This approach is mostly adopted in quantitative studies where the researcher begins from a theory to generate specific information on the issue under investigation. The proposed study will take the deductive approach. The researcher will use the theories on employee motivation and general literature to develop hypotheses that will be tested using specific information drawn from the study participants. The fact that the proposed study will take a quantitative design also justifies the suitability of the deductive research approach.
3.2. Research Design
3.2.1. Exploratory versus descriptive
Exploratory study is conducted for a research problem that has not been clearly defined. This is due to the fact that the conceptual distinctions needed to posit an explanatory relationship have not been identified (Zikmund et al (2012). In most cases, exploratory studies rely on the secondary data or informal discussions with the study participants for the study findings to be attained. On the other hand, a descriptive study is normally adopted to provide a description of a particular population or situation under investigation. It does not only answer questions on how or why the issue occurred but also addresses the characteristics of the issue or situation under investigation. Jackson (2015) has however noted that a descriptive research cannot be used in describing the major causes of the situation under investigation. Moreover, the descriptive research cannot be used to assess the basis of causal relationship observed between the study variables identified.
Explanatory research is conducted to connect different ideas on the situation under investigation. The research is mainly conducted to determine the cause or effects of the situation. Under explanatory research, the researcher seeks to explain what is going on in the situation under investigation. The major goal of this kind of a study is to establish the cause and effect of the problem under investigation. According to Ferrell and Fraedrich (2016) an explanatory study is conducted when the problem have been clearly identified and understood. The only remaining are is to establish its causes and effects. The proposed study is an explanatory research since the problem has already been clearly defined. The researcher therefore seeks to determine the causes and effects of lack of employee creativity, thus, making the proposed study an exploratory research.
3.2.2. Qualitative Versus Quantitative
Qualitative and quantitative are the two major research designs that can be adopted in a study. The major aim of the quantitative research design is quantification of data. According to Bryman and Bell (2015), the research design is objective in nature and aims at the collection of quantitative data from the study participants. On the other hand, the qualitative research design has a major purpose of acquiring in-depth understanding to a problem or situation. The qualitative research design adopts the subjective ideas and views of the study participants to respond to the research questions developed in a particular study (Bryman, 2015). The subjective nature of the findings attained under the qualitative research design makes them prone to some form of bias. As such, there is need for rigorous analysis of the data collected under the qualitative design for accuracy and reliability to be achieved.
The proposed study will be based on the quantitative research design where the research problem will be answered objectively. The researcher will collect quantitative data from the study participants to answer the problem of employee creativity and factors influencing the creativity of the employees. The accurate nature of the findings collected in a study makes the quantitative design most appropriate. Moreover, the need to establish the relationship between the study’s variables identified also justifies the quantitative research design as the most appropriate in the proposed study.
3.3. Research Method
Explanatory studies mainly focus on determining the cause and effects of a certain occurrence in the environment. Under this study, information is collected without interfering with the environment under which the study is carried out. According to Rubin & Babbie (2015) an explanatory study can either involve a one-time interaction with the study participants (cross-sectional) or a constant follow up of the study participants over an extended period of time (longitudinal). The proposed study will take the cross-sectional approach where the researcher will have a one-time interaction with the study participants.
Exploratory studies can either involve interactions with the study participants or no interaction at all. In cases, where no interactions are required then the researcher uses the approach of critical review of literature to gather the information and data needed in the study. On the other hand, in cases where there is need for interaction with the study participants, the researcher can either use interviews or surveys to acquire the information needed (Rubin & Babbie (2015). The researcher will use surveys as the research method since there is need for interaction with the study participants. Moreover, the surveys are easy to develop and are cost-effective to the researcher as opposed to the use of interviews. Bryman and Bell (2015) has also noted that surveys are also useful where information is to be obtained from a wider number of study participants within a limited time. As such, the survey method is the most appropriate for the study.
3.4. Data Collection Method
The proposed study will make use of questionnaires to collected data from the study participants. Qualitative questionnaires will be designed and distributed to the study participants for them to provide the information needed in the study. The researcher will either carry online or paper survey depending on the accessibility of the study participants. The use of questionnaires as a data collection tool is appropriate in ensuring that a larger number of study participants are engaged in the study, for them to provide the wide range data needed for quantitative analysis (Bryman, 2015).
3.5. Sampling Design
3.5.1. Study participants
The major study participants to the proposed study will be the employees of Adobe systems organization. These individuals will be involved in the study to provide information on their level of creativity. Moreover, the study participants will be required to state the influence of social factors, leadership, and job complexity on their creativity. The management to the organization will also be involved in the study to seek their views on the influence of the factors identified in the employees’ creativity.
3.5.2. Sample Size
Sample size refers to the number of study participants to engage in a research. The sample size is an important feature in any study since it provides the representation of the entire population to be investigated. It is practically impossible to include the entire population in a study; however, the sample size chosen should clearly represent the population that is being investigated. According to Jackson (2015) for quantitative studies, the sample size should be relatively higher to ensure that a wide range of data is obtained for qualitative analysis. The proposed study will involve about 50 employees in the survey. Moreover, the study will also include 10 managers from various sections of the organization. A total of 60 participants will therefore be involved in the study. This number is relatively high and therefore provides a clear representation of the entire population under investigation that is the entire staff of Adobe systems organization.
3.5.3. Sampling Technique
The researcher will adopt random sampling in the proposed study. This technique entails the random selection of the individuals to include in the study (Bryman, 2015). The approach is effective in ensuring that the population is properly represented in the study. Moreover, random sampling is effective in eliminating any form of sample bias that might be involved in the study (Ferrell & Fraedrich, 2016). The random inclusion of the individuals in the study will also increase the level of accuracy of the information being provided by the study participants since they are allowed to wiling participate in the study. Random sampling is therefore an appropriate sampling strategy that will not only ensure that there is a clear representation of the population under study, but will also guarantee the attainment of quality findings since there is no form of sample bias involved in the study.
3.6. Measurement Design
There are a number of measurement scales that can be used in survey research design. The kind of scale to adopt in the study is mainly dependent on the type of data that is collected from the respondents, the number of divisions in the scale, the type of statistical analysis method to be adopted and the whether the questions presented to the respondent are mandatory or not.
Graphic rating is one of the scales that can be adopted in surveys. This is a continuous scale where respondents are required to make a mark at any point along the scale. There are normally no markings or number along the scale. Only the extremes of low and the highest values are indicated. The researcher is therefore required to make a guess on the possible value made by the respondents depending on where the mark is indicated. This kind of scale is however, not accurate in nature, due to the guess involved when deciding on the possible value of the mark (Rubin & Babbie (2015).
Likert scale is another measurement scale that can be adopted in surveys. The likert scale contains odd number of options such as 5 or 7. The most positive end is labeled at one end and the most negative response labeled at the other end. The neutral value is labeled at the centre of the scale. The likert scale provides an opportunity for the study respondents to offer a neutral response if they are unsure of the question presented (Fowler, 2013).
The semantic scale is also applicable in survey. This scale uses more than one continuum and it contains ratios of odd numbers that are labeled at opposite ends. The researcher is required to give extreme positive or negative for the question presented. As such, it does not provide a room for one to give an answer that is between the two extremes (Rubin & Babbie (2015).
The proposed study will make use of the likert scale and the semantic scale. As opposed to the graphic ratings scale, these two scales have markings and labels hence capable of providing more accurate results. The use of more than one measurement scale is also important in any survey study. According to Fowler (2013) using different scales ensures that the respondents are engaged more and are prevented from clicking the same mark all the time. The use of the two different scales also ensures that the researcher is provided with an opportunity to obtain different perspective of the data needed for analysis. The inclusion of the two kinds of measurement scales will therefore ensure that more accurate findings are achieved.
3.7. Ethics Design
The proposed study will involve direct interaction with the study participants, as such; there are certain ethical issues that must be put into consideration to ensure that the study is conducted smoothly. The researcher will provide an informed consent form to all the study participants prior to engaging them in the study. This will ensure that the individuals included in the study willingly take part in the research (Rubin & Babbie, 2015). The researcher will also ensure that the confidentiality of the information presented by the study participants is assured. The participants will not be required to indicate their names in the questionnaire; in addition, the information obtained from each questionnaire will not be disclosed to any of the study participants. As Fowler (2013) point out, this is a sure way of ensuring that confidentiality of the information presented is assured.

4.0. Analysis Plan & Strategic Outputs
4.1. Data analysis process
The quantitative data collected from the study participants will be analyzed using the SPSS software. Different kinds of data analysis procedures will be adopted to analyze the data
4.1.1. Descriptive Statistics
Descriptive statistics will be used to analyze the collected to data to assist in the description and summation of the entire data collected from the study participants. Descriptive statistics provides a meaningful way of creating patterns in the data being analyzed. Means, modes and standard deviations will be used in description of the quantitative data collected (Fowler, 2013).
4.1.2. Regression Analysis
Regression analysis is a method of statistics used for estimating the relationship amongst the different study variables. The technique mainly focuses on determining the nature of relationship observed between the dependent variable and one or more independent variables (Kleinbaum, Kupper, Nizam & Rosenberg, 2013). In the proposed study, the employee creativity is the dependent variable while the independent variables are leadership, social factor and job complexity. As such, the regression analysis will be conducted to establish the form of relationship observed between the study variables identified.
The p-value in the linear regression is used to establish the nature of the relationship observed between the study variables. The common alpha is 0.05 in the regression analysis. As such a low p-value of less than 0.05 indicates that the null hypothesis can be rejected. In other words predictors that have a lower p value shows that the changes in the predictor are related with the changes in the response variable and the reverse hold for a predictor that has a higher p value of more than 0.05. The regression analysis method will therefore be adopted to test the hypotheses of the proposed study and to establish the nature of the relationships observed between the study variables identified in the proposed study.
4.2. Statement of Strategic Output
It is expected that the job complexity and employee creativity will have a negative relationship. That is an increase in the complexity of the job will negatively influence the creativity of the employees. The ability of the employees to handle various tasks within the organization and the complexity observed will influence their ability to be creative and innovative. The employees are likely to be more creative only when they have a clear understanding of the task to be undertaken.
It is also expected that the commitment of the organization towards managing the activities of the employees will have a positive relationship with the employee creativity.
The nature of the leadership will also have positive influence on the employee creativity. The effectiveness of the leadership will enhance the creativity and innovative nature of the employees.
It is also expected that the extent of social interaction amongst the employees will have positive relationship with the employee creativity. A higher level of social interaction will present an opportunity for the employees to share knowledge and ideas that will have significant positive improvement on their creativity.
The expected results will mean that the organization enhance its commitment levels towards engaging the employees in research so as to enhance their innovativeness. Moreover, the organization should support the creative ideas that are presented by the employees. This will ensure that the employees’ creativity improves to the better. The organization is also required to have an effective leadership in place that will support the employees in their creative activities. Moreover, social interaction amongst the employees should also be promoted so that they share knowledge and ideas that will read to the development of more innovative and creative ideas. The company should employ employees who have a clear understanding of the task to be undertaken. In addition, they ought to support a training and development session that will further enhance their knowledge in carrying out the organizational tasks. The aforementioned approaches will not only ensure that the employees are more creative but will also ensure that the organization report a better performance.
The findings of the proposed study will be documented in a report and presented to the case organization for them to take the necessary actions recommended.