Explaining the factors affecting the creativity of the frontline employees of Saderat Bank of Rasht

Overview of the research

1-1) Introduction:

Today, all the countries of the world are looking for creativity[1] and innovation[2] to increase productivity and effectiveness. One of the main reasons for paying attention to creativity and innovation is the intense and increasing competition between organizations all over the world. Organizations of the 21st century have found a different form from traditional organizations, in these organizations, in addition to the physical strength of the employees, the mental strength and creativity of the employees are also managed. Under these conditions, not only hierarchical and command methods will not be appropriate, but the employees themselves must show initiative and act quickly to solve their problems and play a role in teams that are completely self-governing (Qarli, 2018). In our country, the organizations are mostly public rather than private. This form of work and employment will have no result other than dependence on the limited income of the organization and employment in not very desirable jobs. The government organizations of the country are generally less prone to risk and change. For this reason, they are less engaged in creating better opportunities. To solve this problem, changing organizational strategies from traditional to innovative (transformational) format, creating productive and productive organizations, nurturing and attracting creative and entrepreneurial managers will help to flourish productive and productive employment in the society (Motahari, 2017). Meanwhile, a good and worthy organization is an organization that has well identified the changes in its environment and understands the factors affecting creativity and innovation and has prepared the necessary preparations for this. In the current situation, organizations need capable people so that they can win this competition with their help (Smith [3], 2000). Because the most important assets of organizations, the factor of realization and plans of any organization are the people who work in it (Ghobadi, 1379).

One of the biggest limitations of creativity at different levels of the organization is the thinking that creativity is only specific to research and development units and big projects such as new products, new services or improving new processes. However, creativity is needed to improve and develop all small and large activities for all levels of groups and individuals of the organization.  In fact, suppression of creativity in organizations is systematic and is so common that it is rarely questioned. Also, the role of management in collections where creativity and innovation are essential and the main factor is very important and sensitive, because management can create, promote and encourage the ability and talent of creativity and innovation in people, or their behavior and performance can prevent this vital thing. The art of a creative manager is to use the creativity of others and to find creative minds. A creative manager must create an environment where he can be creative and stimulate the organization's people to be creative, and this space is a space that is far from everyday work and somehow delegates authority so that everyone can solve their own problems.Therefore, managers mostly unknowingly suppress creativity, and when creativity is suppressed, they lose a powerful competitive weapon, i.e. the production and exploitation of new ideas, and it is even possible to destroy the power and commitment of their employees. Therefore, the development and promotion of creativity in organizations requires that managers know how to support creativity (Sadeghi Mal Amiri, 2016). Therefore, along with the environmental changes, the country's banking system willy-nilly has also stepped on a path that threatens to have unpleasant consequences if it is not planned for the future.  One of the main requirements is to pay attention to the creativity of employees in the country's banking system. In order to make better use of these resources, organizations should cultivate and train creative and innovative personnel (Qarli, 2018). Because it is often very difficult for customers to distinguish between banking services, and the slightest change is quickly copied by competitors, therefore, managing relationships with customers and creating satisfaction among them is a must for the continuity of banks' activities and their profitability (Golchin Far, 2016). On the other hand, in the activities of a bank, the attraction of financial resources is very important, because success in this field can be a factor for success in other fields, and in Iran, attracting more financial resources and effective competition in attracting these resources by different banking groups is one of the issues that has been and continues to be the focus of financial and credit institutions (Habibipour et al., 2009). Therefore, it is appropriate in the current competition market that with the establishment of foreign banks in the country and privatization Many state banks are involved, banks should think of solutions as soon as possible to attract resources on the one hand and retain customers on the other hand. Today's banking requires innovative methods, effective customer orientation, provision of efficient technologies, customer service and services, and any bank that acts more successfully in these matters will also succeed in attracting more resources in a competitive market, and as a result, durability, permanent survival and higher productivity (Jafarpour, Fayazi, 2019). New ideas have been given special importance by the managers and employees of the organization and have assigned a high position in the organization. Today, organizations are successful and can survive in a highly competitive world that constantly implement new thoughts and ideas in the organization, which is possible by creative managers and employees (Shriyatmadari, 2017). When employees are creative in their work, they will be able to present and apply new and useful ideas about the organization's products, performance, services or procedures (Oldham [4], 2002, Shali [5] and Gilson [6], 2004). Not surprisingly, employee creativity is recognized as the key to generating competitive advantage (Shali et al., 2004). 

Therefore, along with environmental changes, the country's banking system has willingly or unwillingly stepped into a path that threatens unpleasant consequences if it is not predicted and planned for the future. One of the main requirements is to pay attention to the creativity of the employees in the country's banking system. In order to make better use of these resources, organizations should cultivate creative and innovative personnel (Qarli, 2018). Meanwhile, the role of frontline employees in ensuring organizational innovation of service companies (including banks) is of particular importance. Like frontier workers[7], they have a privileged position to gather first-hand information from the market. Therefore, frontline employees have important creative potential that can be encouraged (Wang and Netmir [8], 2004). Frontline service workers also often have unscheduled jobs and are always faced with customers who have very diverse needs, which means that they must necessarily be innovative. Since frontline employees are often responsible for service delivery, they are important in ensuring customer satisfaction. As a result, their creativity can be of great value to service organizations (Kolho et al.[9], 2011).

Reviewing the literature on employee creativity shows that various factors affect their creativity. Chen [10] et al. (2007) have stated that people's view of the work environment is a key determinant of their creativity. According to their opinion, the perceived work environment has an impact on the creative work that is done in organizations.