Iranian Journal of Ergonomics

Introduction: Musculoskeletal disorders are major concerns of the modern world due to their effect on the physical health and productivity of the workforce. More extensive research is therefore required to identify and prevent these injuries and control the risk factors causing their development.

 Materials and Methods: The present study uses a theoretical model of ergonomic interventions to examine and improve ergonomic conditions in an automobile spare part manufacturing plant. A total of 44 employees were selected through simple random sampling and according to the Morgan table from the 50 personnel working at the plant. The Nordic Musculoskeletal questionnaire and the review of ergonomics tips inventory were used to identify the ergonomic risk factors. Based on the theoretical model used in the research, the ergonomic intervention was performed in two stages.

Findings: In the macro stage of the ergonomic intervention, 7 goals were set and 13 ergonomic recommendations were made in the form of several workshops and task forces. In the micro stage of the ergonomic intervention, 20 ergonomic risk factors were identified and 13 strategies and plans were suggested. With the senior manager's approval, 11 strategies entered the implementation stage with the aim of improving ergonomic conditions and increasing productivity at the workplace.

Conclusion: The main outcome of the comprehensive ergonomic interventions performed in the present study was a modified organizational culture, entailing both direct and indirect benefits, such as providing low-cost or no-cost solutions to the problems, creating an active environment of continuous improvement, increasing employees' motivation for participation and being innovative in solving the problems, increasing the inclination among the employees to be an innovative thinker, improving communication between the authorities and the personnel and increasing the employees' general knowledge and capabilities.

Background and Objectives: The progress and rebound of organizations depends on their productivity. Many factors affect the organization’s productivity; identifying these factors the organization’s deterrence can be prevented. In this study, the relationship between job burnout and employee productivity has been investigated.  
Methods: This research is applied and its statistical population is 1265 people in Shariati and Kharazi hospitals. 294 of these employees were selected by Convenience sampling method considering the Cochran formula. Data was collected using the Maslach Burnout Standard Questionnaire and Hersey and Goldsmith Human Resources productivity Standard Questionnaire. Pearson correlation test and SPSS18 was used to analyze the data.
Results: The results of data analysis showed that burnout, emotional exhaustion, depersonalization and reduced personal accomplishment with -0.82, -0.86, -0.83 and -0.85 correlation values, respectively, have a reverse and meaningful relationship with employee productivity of Shariati and kharazmi Hospitals employees.
Conclusion: Since the results showed that burnout and its dimensions have a significant relationship with productivity of Shariati and Kharazmi Hospitals in Isfahan, it is necessary for organizations to apply measures to reduce the feeling of burnout in the staff. The results of this study are consistent with the results of other studies. At the end of the study, were presented several research proposals based on the results of the study.

Background and Objectives: One of the major challenges that managers face in competitive organizations is the improvement of the performance and productivity of the organization and understanding the factors affecting them. The promotion of the organizational performance requires managers to focus on the organizational justice and employees’ motivation at work. The purpose of this study is to determine the relationship between organizational justice and organizational performance in the Health Center of Kermanshah Province.
Methods: The present work was a descriptive-analytic and correlation study. This study was performed on 166 employees of the Health Center of Kermanshah in summer 2019, selected by random sampling. Data were collected using two standard questionnaires: the organizational justice of Nihoff and Morman (1993), and the organizational performance of Hersey and Goldsmith (1980). Reliability of the questionnaires was assessed by the pilot study and Cronbach's alpha coefficient. Data analysis was performed using SPSS 16 software.
Results: The results showed that the average scores of the organizational justice and the organizational performance are 54.84± 16.92 and 140.54± 18.66, respectively. According to the results of Pearson correlation coefficient, there is significant relationship between the organizational justice and its dimensions with organizational performance (P<0.001). However, the procedural justice has the more potential to predict the organizational performance.
Conclusion: The organizational justice is an important variable, strongly affecting the organizational performance. Therefore, managers need to pay particular attention to the justice as an important motivating factor for employees in order to improve the organizational performance and productivity.

Background and Objectives: Psychosocial factors are among the factors affecting employee productivity. Since few studies have been done in this field, this study was conducted to investigate the relationship between psychosocial factors regarding productivity.
Methods: This cross-sectional and descriptive-analytical study was conducted in 2020 among 105 employees of a food distribution company in Ahvaz. Data collection tools included demographic information questionnaire, Copenhagen Psychosocial Factors Questionnaire (COPSOQ) and Goldsmith Hershey Productivity Questionnaire. Independent t-test, one-way analysis of variance and Pearson correlation coefficient were used to investigate the relationship between variables.
Results: The results showed that there was no significant relationship between any of the demographic variables with the score of psychosocial factors and productivity (P> 0.05). Psychosocial factor 2 has a negative and significant relationship with the average score of productivity, ability, role clarity, organizational support, motivation, feedback and credibility. And psychosocial factor 4 has a negative and significant relationship with motivation. The mean score of psychosocial factors, factor 1 and 3 showed a positive and significant relationship with the mean score of productivity, ability, role clarity, organizational support, motivation, feedback and credibility.
Conclusion: Considering the role of psychosocial factors on employee' productivity, it is necessary to consider organizational interventions in order to control effective psychosocial factors. More attention to psychosocial factors in the workplace can play an effective role in the efficiency and productivity of employees and the organization.