Search Results for creative-performance
Abstract
This research aims to analyze the role of empowerment strategies in achieving creative performance among employees of the General Company for Communications and Information Technology (GCIT), a vital government organization operating in a dynamic technological environment that requires continuous renewal and innovation. The research used the descriptive-analytical approach, and data were collected through a questionnaire distributed to a random sample of 140 employees, from which 137 valid questionnaires were retrieved for statistical analysis. The research focused on studying the impact of four dimensions of empowerment strategies: power, knowledge, information, and rewards, as independent variables, while creative performance represented the dependent variable. SPSS V.26 was used to test the hypotheses and study the impact of variables. The research results showed a significant positive effect for most empowerment dimensions in enhancing employees' creative performance, with the dimensions "power" and "knowledge" having the greatest impact. In contrast, the effect of "rewards" was low. The results confirmed that empowering employees cognitively and practically and providing a supportive organizational environment positively impact their ability to think creatively and devise new solutions. The study recommends adopting comprehensive empowerment policies within the company, creating a work environment that encourages creativity, and reconsidering incentive systems and information flow to enhance organizational performance and keep pace with the requirements of digital transformation.
Abstract
This study aims to analyze the impact of non-monetary incentives on enhancing the creative performance of administrative staff at Al-Husayniya General Hospital. It stems from the question of the extent to which non-monetary incentives can stimulate creative behavior in a stressful work environment. The study employed a descriptive-analytical approach, and data was collected using a questionnaire distributed to 123 employees, of which 101 (82.1%) were returned, with 92 questionnaires deemed valid for analysis. The study focused on non-monetary incentives as the independent variable, with its dimensions of self-motivation, leadership support, quality of work life, and participation in decision-making, and on creative performance as the dependent variable. Data were analyzed using PLS-SEM.