Showing 4 results for Toosi
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.
Yadollah Hamidi, Zahra Toosi, Dr Leili Tapak,
Volume 6, Issue 1 (Journal of Ergonomics 2018)
Abstract
Background: Human resources and their potential and capabilities, will play an important role in promoting quality and productivity, Which has been discussed in the macrovascular discussions with the aim of enhancing the organization's performance. The aim of this study was to investigate the relationship between Personal Mastery and the consequences of quality improvement and productivity in Hamadan University of medical sciences.
Methods: This is a descriptive/ analytical study. 295 managers and experts of university staffs were selected through random sampling. Data were collected by two questionnaires: "Peter Senge Learning Organization" and "Resourceful Total Quality Management" questionnaires. Data were analyzed by descriptive statistics, t-test and ANOVA at 95% confidence level, Pearson correlation coefficient and regression analysis using Spss16 software.
Results: The results showed a mean of Personal Mastery of 23.1 and a positive and significant correlation between Personal Mastery and the consequences of improving quality and productivity (p<0.001). Also, there was a significant difference in Personal Mastery in both sexes (p<0.005). But this difference was not evident in terms of degree and field of study.
Conclusion: Productivity in the service sector depends, rather than depends on technology and other factors, on human resources and factors affecting it. Therefore, attention to capabilities and empowerment of human resources is very important and can be achieved through a macrovagnomic approach and development of infrastructure related to the empowerment of employees in the organization, to increase efficiency, productivity and quality improvement.
Kimiya Toosi, Abdolkazem Neisi, Nasrin Arshadi,
Volume 7, Issue 3 (Iranian Journal of Ergonomics 2019)
Abstract
Background and Objectives: Most accidents are caused by unsafe behaviors or human errors. Safety experts have argued that with the increasing focus on human behavior, it can significantly reduce accidents. The aim of the present study was to examine neuroticism, safety efficacy and regulatory focus as predictors of unsafe work behavior of employee Bidboland Gas Refining Company.
Methods: The statistical population of the study consisted of all employees of operational and staffing departments of Bidboland Gas Refining Company in Khuzestan. The sample consisted of 273 employees who were selected using stratified random sampling. At first, the participants were divided into two groups, safe employees and unsafe employees by using Safety Behavior Scale (Salleh, 2010). Then to evaluate the variables studied, NEO personality characteristics (Costa & McCrae, 1992), safety efficacy (Brown, et al., 2000) and regulatory focus at work (Wallace & Chen, 2006) questionnaires were used. Data were analyzed through discriminant analysis and using SPSS 16 software.
Results: According to the results, unsafe behavior of employees can be predicted from neuroticism, safety efficacy and regulatory focus and its dimensions (prevention focus and promotion focus).
Conclusion: Neuroticism increases unsafe behaviors and safety efficacy and regulatory focus (prevention focus and promotion focus) decrease unsafe behaviors of employees.
Kamyar Rostamabadi, Yadollah Hamidi, Mohammad Babamiri, Leili Tapak, Zahra Toosi,
Volume 12, Issue 4 (Iranian Journal of Ergonomics-In Press 2025)
Abstract
Background and Objectives: Health centers are the first level to provide care and the role of job performance in these centers is important to achieve the goals of the health systems. One of the factors which effects on job performance is organizational culture. Therefore, the present study aimed of determining the relationship between organizational culture and employee job performance.
Methods: This cross-sectional study (descriptive-analytical) was conducted on 210 employees in one of the health centers of Kermanshah province using the census method in the years 1400-1401. Standard questionnaires were used to collect information, including the Denison Standard Organizational Culture Questionnaire and the Employee Job Performance Evaluation Questionnaire. The collected information was entered into SPSS-25 software and analyzed with statistical tests. A significance level of less than 0.05 was considered.
Results: There is a direct and significant relationship between the dimensions of organizational culture and the employee job performance (p<0.05). Age and work experience had an inverse relationship with the dimensions of employee job performance (quality of work and initiative). Gender had a significant relationship with the organizational leadership dimension and marital status had a significant relationship with initiative (p<0.05).
Conclusion: Organizational culture has a direct and significant relationship with the dimensions of employee job performance, therefore, by improving organizational culture, we can witness effective and sustainable changes in the job performance. Also, some demographic variables are also related to the level of employee job performance, and organization managers should pay attention to these variables when hiring.
