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Volume 14, Issue 1 (Iranian Journal of Ergonomics 2026)
Iran J Ergon 2026, 14(1): 18-28 |
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Research code: 9405272979
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Toosi Z, Hamidi Y, Beglari M, Soltanian A R. The Relationship between Participation Ergonomics and Creativity in the University Oversight Units. Iran J Ergon 2026; 14 (1) :18-28
URL: http://journal.iehfs.ir/article-1-1129-en.html
URL: http://journal.iehfs.ir/article-1-1129-en.html
1- Department of Health Management and Economics, School of Health, Hamadan University of Medical Sciences, Hamadan, Iran
2- Department of Health Management and Economics, School of Health, Hamadan University of Medical Sciences, Hamadan, Iran ,hamidi@umsha.ac.ir
3- Vice Chancellor for Research and Technology, Hamadan University of Medical Sciences, Hamadan, Iran
4- Department of Biostatistics, School of Health, Hamadan University of Medical Sciences, Hamadan, Iran
2- Department of Health Management and Economics, School of Health, Hamadan University of Medical Sciences, Hamadan, Iran ,
3- Vice Chancellor for Research and Technology, Hamadan University of Medical Sciences, Hamadan, Iran
4- Department of Biostatistics, School of Health, Hamadan University of Medical Sciences, Hamadan, Iran
Abstract: (1662 Views)
Objectives: One of the most important elements and duties of management is to create the necessary environment for fostering creativity to bring about organizational transformation. Participatory ergonomics, as a systematic approach emphasizing the active involvement of employees in designing and improving work systems, can provide a foundation for simultaneously enhancing both participation and creativity. Given the importance of governance roles in universities and the potential impact of management and ergonomic studies in this field, this study aimed to assess the level of employee creativity and its relationship with their participation in the university.
Methods: This cross-sectional study was conducted in strategic and oversight units directly affiliated with the university presidency with standard questionnaires, including "Belcher’s Partnership" and "Randsip's Creativity", take census from 63 emploees. Data were analyzed using SPSS20 software, and correlations were determined using the Pearson correlation and regression and variance analysis coefficient with a significance level of less than 0.05.
Results: The average creativity score of staff was 180.41, and the participation rate was 113.83, both representing more than 75% of the total score. The results did not indicate a direct relation between employee creativity and their participation (p = 0.206). There was a difference in creativity between men and women, with women showing higher average creativity scores than men. Employee participation and creativity levels are significantly influenced by the nature of their work.
Conclusion: The level of employee participation and creativity is significantly influenced by the nature of their work. Creating a conducive environment to enhance participation and creativity, especially in governance roles where legal constraints may exist, is essential. Participatory ergonomics, by providing a structured framework for engaging employees in problem‑solving and improving work processes, can help overcome some barriers and strengthen creative potential. Furthermore, leveraging the presence of women in supervisory units can enhance creativity in positions that require innovative thinking.
Methods: This cross-sectional study was conducted in strategic and oversight units directly affiliated with the university presidency with standard questionnaires, including "Belcher’s Partnership" and "Randsip's Creativity", take census from 63 emploees. Data were analyzed using SPSS20 software, and correlations were determined using the Pearson correlation and regression and variance analysis coefficient with a significance level of less than 0.05.
Results: The average creativity score of staff was 180.41, and the participation rate was 113.83, both representing more than 75% of the total score. The results did not indicate a direct relation between employee creativity and their participation (p = 0.206). There was a difference in creativity between men and women, with women showing higher average creativity scores than men. Employee participation and creativity levels are significantly influenced by the nature of their work.
Conclusion: The level of employee participation and creativity is significantly influenced by the nature of their work. Creating a conducive environment to enhance participation and creativity, especially in governance roles where legal constraints may exist, is essential. Participatory ergonomics, by providing a structured framework for engaging employees in problem‑solving and improving work processes, can help overcome some barriers and strengthen creative potential. Furthermore, leveraging the presence of women in supervisory units can enhance creativity in positions that require innovative thinking.
Type of Study: Research |
Subject:
Macro Ergonomics and Participatory Ergonomics
Received: 2025/12/10 | Accepted: 2026/01/24 | ePublished: 2026/03/25
Received: 2025/12/10 | Accepted: 2026/01/24 | ePublished: 2026/03/25
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