Yadollah Hamidi, Farshid Shamsaei, Mahdi Beglari, Zahra Toosi, Maryam Farhadian,
Volume 5, Issue 3 (Journal of Ergonomics-Fall 2017)
Abstract
Background: Focusing on the organizational conflict and the depression in the main trainers of an educational system, the faculty members are very necessary because the increased negative organizational conflicts lead to a lower public health. Therefore, the aim of this study was to investigate the relationship between the job depression and the organizational conflict in the faculty members.
Methods: The present study was a correlation type research and the statistical population included seven faculty members of the department/school/institute of medical sciences in the city of Hamedan with 244 faculty members as per the census of 2017. For the collection of the data, the Goldberg and Hiller questionnaire was used for measuring the depression and the organizational conflict inventory. Using descriptive statistics such as Pearson's correlation coefficient and regression analysis, the data were analyzed for modeling by the SPSS Statistics 24 software.
Results: The mean scores of the depression, the organizational conflict, the conflict with the manager, the similar degrees, and the control were 0.8, 22, 6.7, 7.4, and 7.9 respectively. The results showed a significant and positive correlation between the depression and the organizational conflict (P=0.001, r=0.42). Such correlations were also observed in the two dimensions of conflict with the others (P=0.001, r=0.62) and conflict with the control (P=0.001, r=0.43). However, no significant correlation was observed in the dimension of conflict with the manager.
Conclusion: The different factors of conflict studied in the society must be focused on, addressed, and improved in light of the positive and direct correlations observed between the organizational conflict and the job depression.
Zahra Toosi, Yadollah Hamidi, Mahdi Beglari, Ali Reza Soltanian,
Volume 14, Issue 1 (Iranian Journal of Ergonomics 2026)
Abstract
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.
