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The relationship between dimensions of the nature of the job and the level of creativity of insurance companies in Gilan province

Number of pages: 115 File Format: word File Code: 30826
Year: 2014 University Degree: Master's degree Category: Management
Tags/Keywords: creativity - Insurance employees - Insurance employees of Gilan province - job - The nature of the job
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  • Summary of The relationship between dimensions of the nature of the job and the level of creativity of insurance companies in Gilan province

    Dissertation to receive a master's degree

    Department: Business management major: Insurance

    Abstract:

    The main purpose of this research was to measure the relationship between the nature of the job (the main independent variable) and the level of creativity (the dependent variable) of insurance employees in Gilan province. The research questions were raised and analyzed considering the creativity and dimensions of the nature of the job (job challenges, work value, job opportunities, job tools, autonomy, feedback). The research method is applied and of the correlation type, and in order to determine the relationships between the variables, standard Baker and Rendsip questionnaires were used. The statistical population consists of 150 insurance employees of Gilan province (specifically, the management and employees of the central offices of Iran Insurance Company), of which 108 were selected as a sample in 2013.

    The results of the research confirmed the main hypothesis; That is, there is a positive and meaningful relationship between the nature of the job and the level of creativity of employees. The results of the research about the sub-hypotheses are as follows: that there is a positive and meaningful relationship between job challenges and the level of creativity of employees, there is a positive and meaningful relationship between the value of work and the level of creativity of employees, there is a positive and meaningful relationship between job opportunities and the level of creativity of employees, there is a positive and meaningful relationship between job tools and the level of creativity of employees, between self-independence and There is a positive and significant relationship between the level of employee creativity and there is a positive and significant relationship between feedback and the level of employee creativity.

    Keywords: The nature of work, creativity, insurance employees of Gilan Province

    Introduction

    All organizations need new and innovative ideas for their growth and survival. New thoughts and theories inject new blood into the body of the organization and save it from annihilation and destruction. The life of today's very changing and turbulent world requires innovation and creativity. In this field, the importance of human resources is clearly visible. Because if this force, which is actually the main source of energy in the organization, is ignored or suppressed, the organization will become weaker every day and its wheels will stop moving one after another. Therefore, the key factor and what is currently in the center of attention of organizations and human societies is this huge source of human resources, and the skill of managers in identifying the behavior and personality of people and dealing with it appropriately, which is considered human and communication skills, is very important in creating the right environment for the emergence of creativity and cultivating creative human resources. (Shariat, Jalali Javaran, 1388, 42)

           Considering the increasing importance of human power as a valuable organizational capital and the need to acquire the necessary capabilities to better perform the performance methods in the organization, it is necessary to provide conditions for the emergence of potential talents in the organization to create new and innovative methods and to create more efficient methods with greater productivity. The stability and continuity of the organizations' activity is threatened by creating a competitive advantage. In order to achieve this relative advantage, it is necessary to be able to produce and provide quality products and services at competitive prices compared to competitors, and to increase the range of products and services with creativity and innovation to achieve customer satisfaction. Based on this basic premise, it is believed that creativity will be realized when organizations have human resources with knowledge and motivation, and in a word, capable. (Abtahi, 1377)

    In this chapter, after stating the research problem, we examine the importance of the issue and present the research hypotheses. In the theoretical framework, by introducing the research variables and the relationships between them, and with a brief look at the background of the research, we try to provide the necessary logical basis for formulating testable hypotheses, and finally, we define the desired variables and specify the scope of the research.      

         Now the business environment has become so complex, dynamic and uncertain that it is no longer possible to solve today's issues and problems with previous ways of thinking, just as solving previous problems with new methods does not work; Therefore, a fundamental change in the intellectual system is necessary. Organizations must know that if they have to have a creative organization, they must have cultures, systems, structure, methods and management style. design in such a way that it is compatible with the characteristics of creative people.(Samad Aghaei, 2013, 10-12)

    With a review of the state of creativity in Iranian organizations, one can arrive at questions worth pondering. First, is the existence of creativity in these organizations vital? In other words, the lack of creativity in these organizations will jeopardize the successful performance of the organization? What conditions have caused creativity to lose its key roles and functions in the organizations of our country? Hosseini (2008) believes that by creating a collaborative and team system as one of the important solutions, a creative and dynamic atmosphere can be created in the organization. But since the theoretical position of teamwork has not been institutionalized in our organizations, and on the other hand, the common characteristic of most internal organizations is the lack of sufficient motivation among the personnel, and finally, in these organizations, the low quality of problem solving is completely "natural" and accepted; therefore, there is a mutual cause and effect relationship between creativity and organizations. In this way, firstly, the lack of creativity in these organizations has caused these organizations to be deprived of the effects of creativity. On the other hand, due to the absence of the aforementioned roles (creative effects) in these organizations, creativity lacks importance and necessity. In a case study, it was found that although managers are aware of the necessity and importance of creativity, they believe that creativity has no place in Iranian organizations. Indeed, what factor has caused creativity in some organizations to lead to stagnation of creative people? According to the researches and investigations, the root of the lack of creativity in the organizations of our country can be found in the following aspects:

    Most organizations and managers seek to continue operating in a stable environment without any environmental turbulence, but the modern organizational and industrial conditions do not provide such a platform for organizations and managers. In such a situation, organizations need to take advantage of and adapt to rapid technical, economic, and political changes. Concepts such as creativity, innovation, etc. to implement Most of the organizations in our country have assumed their organizational systems as closed systems due to the lack of serious threats from foreign and even domestic competitors. It is interesting that they continue to live with such an attitude. Another reason for the lack of need for creativity in our country's organizations is that most of the organizations and companies are governmental. In other words, the existence of comprehensive financial, legal, and tax support for these organizations has provided a margin of safety for these organizations and has kept them away from the real challenges of the organizational world. Also, administrative bureaucracy means passing people through several different organizational levels before coming up with an idea, due to the dry and inflexible structure and culture governing organizations, another factor is the lack of creativity in our country's organizations. It seems that providing suitable conditions for internal organizations to face today's organizational realities (competition, change, ambiguity) as well as reducing the destructive and costly extreme support of the government and administrative bureaucracy from these organizations is effective in stimulating the need for creativity. In this situation, it can be expected that the organization feels the need for creativity, and the management of the organization, understanding this need, will help to use the internal resources of the organization, as well as motivate the personnel, monitor the process of recruitment of human resources and training programs, provide the opportunity to gain experience, and take a step in the direction of making the people of the organization creative. (Mashbaki, Vafaei, 2013) By stating the research problem, we aim to find out what factors are more important and valuable for increasing the creativity of people in organizations and help them in carrying out activities. Everyone is suitable for change. These two cases are the characteristics of creative organizations in which creative processes are institutionalized and flow continuously and comprehensively. Creativity includes almost all aspects of the organization's life, mechanisms, activities, and micro and macro aspects of the organization; therefore, organizations always need creativity not only to improve or increase quality and upgrade, but also to adapt and continue their life and survival. (Ramazani, 1388, 122)

    He is involved in it since his life, be successful, eventually

    he will be forced to shut down or change the system.

  • Contents & References of The relationship between dimensions of the nature of the job and the level of creativity of insurance companies in Gilan province

    List:

     

     

    First chapter: general/research design

    1-1) Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2. 1-2) statement of the problem. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3) 1-3) The importance of the subject. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4. 1-4) research objectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6. 1-4-1) Main objectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1-4-2) sub-goals. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

    1-5) Research theoretical framework. . . . . . . . . .  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7.

    1-6) research hypotheses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 1-6-1) The main hypothesis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 1-6-2) Sub-hypotheses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 1-7) Theoretical and operational definition of research variables. . . . . . . . . . . . . . . . . . . . . . . . .   . . . . . . . . . . . . . . . . . . 9 1-7-1) Theoretical and operational definition of independent and dependent variables. . . . . . . . . . . . . . . . . . . . . . . . . . . .  . . . . . . 9 1-8) The field of research. . . . . . . . . . . . . . . . . . . . . . . . .  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

       Chapter Two/Part One: Literature of the subject

    1-2-1) Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   . . . . . . . . . . . . . . . . . . . . . . . . 12 1-2-2) The necessity of creativity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 1-2-3) Definition of creativity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 1-2-4) The difference between creativity and innovation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14 ??1-2-5) Elements of creativity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 1-2-6) creative process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 1-2-7) creative process model. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 1-2-7) characteristics of creative people. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 1-2-9) creativity techniques. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 1-2-9-1) mental storm technique (rain of thoughts). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 1-2-9-1-1) Laws of rain of thoughts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 1-2-9-1-2) Individual and group mental storm differences. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 1-2-9-2) why technique?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 1-2-9-3) creative illusion technique. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 1-2-9-4) technique six20 1-2-9-4) six intellectual hats technique. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   . . . . . . . . . . . . . . . . . 21 1-2-9-4-1) The main objectives of the technique of six thinking caps. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 1-2-9-4-2) the meanings of each of the symbols (thinking hat). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21. 1-2-9-5) Pi technique. M. (P.M.I) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 1-2-9-6) DOIT technique? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  23 1-2-9-7) lotus flower technique. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 1-2-9-8) scamper technique. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 1-2-9-9) technique of breaking assumptions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24 1-2-9-10) Delphi technique. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25. 1-2-9-10-1) When is the Delphi fan used? . .     . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 1-2-9-11) fish bone technique (cause and effect). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 1-2-9-12) nominal group technique. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26. 1-2-9-12-1) When is the nominal group technique used? . . . . .  . . . . . . . . . . . . . . . . . . . . . . . 26 1-2-9-13) Synetics technique. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 1-2-10) Barriers to creativity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 1-2-11) creative environment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30. 1-2-12) The role of the manager in the creativity of employees. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 1-2-13) The role of heredity in creativity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 1-2-14) Some views about creativity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 1-2-15) The nature of the job. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

    Chapter Two/Section Two: Background of Similar Researches

    2-2-1) Internal and external researches. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

        Chapter Three: Research Methodology

    3-1) Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 3-2) Research method. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 3-3) Statistical society. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 3-4) statistical sample. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47 3-5) Information gathering tool. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 3-6) Validity and reliability of the test. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 3-7) Data and information analysis method. . . . . . . . . . . . . . . . . . . . . . . .  . . . . . . . . . . . . . . . . . . . . . .

The relationship between dimensions of the nature of the job and the level of creativity of insurance companies in Gilan province
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