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Volume 14, Issue 1 (Iranian Journal of Ergonomics-In Press 2026)
Iran J Ergon 2026, 14(1): 0-0 |
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Research code: ۹۴۰۵۲۷۲۹۷۹
Ethics code: ۹۴۰۵۲۷۲۹۷۹
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Toosi Z, Hamidi Y, Beglari M, Soltanian A. The Relationship between participation and creativity employees in the university oversight units. Iran J Ergon 2026; 14 (1)
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 Public Health, Hamadan University of Medical Sciences, Hamadan, Iran
2- Department of Health Management and Economics, School of Public 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 Public Health, Hamadan University of Medical Sciences, Hamadan, Iran
2- Department of Health Management and Economics, School of Public 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 Public Health, Hamadan University of Medical Sciences, Hamadan, Iran
Abstract: (99 Views)
Background and Objectives
According to new organizational and management theories, one of the most important elements and tasks of management is creating the necessary environment for creativity to transform the organization. It has been shown that increasing creativity and employee participation improves organizational productivity. Given the importance of governance roles in universities and the potential impact of management studies in these areas, this study aimed to assess the level of creativity among staff 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. A standard questionnaire, including "Belcher’s Partnership" and "Randsip's Creativity", was used to collect information. Data were analyzed using SPSS16 software, and correlations were determined using t-tests, chi-square, and the Pearson correlation 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 correlation between employee creativity and their participation (r = 0.210). 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
It is essential to provide a conducive environment for increased participation and creativity, particularly in governance roles where legal constraints may be present. Additionally, our analysis revealed a significant impact of gender on creativity, highlighting that women in supervisory and decision-making roles demonstrate a unique and valuable form of creativity. Therefore, leveraging the presence of women in strategic and oversight units can enhance creativity in positions that require innovative thinking.
According to new organizational and management theories, one of the most important elements and tasks of management is creating the necessary environment for creativity to transform the organization. It has been shown that increasing creativity and employee participation improves organizational productivity. Given the importance of governance roles in universities and the potential impact of management studies in these areas, this study aimed to assess the level of creativity among staff 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. A standard questionnaire, including "Belcher’s Partnership" and "Randsip's Creativity", was used to collect information. Data were analyzed using SPSS16 software, and correlations were determined using t-tests, chi-square, and the Pearson correlation 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 correlation between employee creativity and their participation (r = 0.210). 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
It is essential to provide a conducive environment for increased participation and creativity, particularly in governance roles where legal constraints may be present. Additionally, our analysis revealed a significant impact of gender on creativity, highlighting that women in supervisory and decision-making roles demonstrate a unique and valuable form of creativity. Therefore, leveraging the presence of women in strategic and oversight 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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This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
