Journal of

Background and Aim: Emergency medical services (EMS) staff’s attention level may be affected by various work conditions. This study aims to compare the beginning- and end-of-shift attention levels of Tehran’s pre-hospital emergency staff with those of Semnan Province.
Materials and Methods: This is a descriptive and cross-sectional research study conducted in 2013. In this study, 192 emergency medical technicians (EMT) of Tehran and Semnan Province participated. The research instrument was Bonnardel Attention Level Test. The participants’ attention level was assessed at 10 am and 5 am. The data were analyzed by chi-square test and independent samples t-test. 
Results: At 10 am (arrival attention), the average rate of attention level of Tehran’s pre-hospital emergency staff was 0.49±0.25 and that of Semnan Province staff was 0.51±0.23. There was not a significant difference (p=0.58) at that time between the average rate of attention in these two groups. At 5 am (exit attention), however, the average attention level of Tehran’s pre-hospital emergency staff was 0.45±0.25, and of Semnan Province staff was 0.55±0.20. At this time, there was a statistically significant difference (P= 0.044) between the average rate of attention in these two groups. 
Conclusion: The means of arrival and exit attention levels in pre-hospital emergency staffs were moderate. Besides, there was no significant difference between the arrival attention levels of the two groups. Therefore, in order to increase the attention level in both groups, it is suggested that the workload and the length of shifts should be reduced for pre-hospital emergency staffs, specially in Tehran.

Background & Aim: Spiritual quotient is an essential factor of managers’ competencies for development of organizations. The managers need high spiritual quotient to impress the staffs’ organizational commitment. This research is aimed to determine the correlation between the managers’ spiritual quotient with the employees organizational commitment in Tehran University of Medical Sciences (TUMS).
Materials and Methods: This research was a descriptive-analytical, and cross-section study that induced in TUMS headquarters among 80 of the managers and 225 of the staffs at 2014-2015. The research tools were two questionnaires, including spiritual quotient and organizational commitment that used after the validity and reliability of these questionnaires was confirmed. The data was analyzed by SPSS software, average and standard deviation, for descriptive results, and used T-Test, One-Way Variance Analysis, and Pearson technique for analytical statistics. 
Results: Average of the managers’ spiritual quotient was desired. Although, the average of the staffs organizational commitment was moderate. There was a significant correlation between spiritual quotient of managers with organizational commitment of the staffs (p=0.034). 
Conclusion: The managers should emphasize to develop their spiritual quotient in order to promote the organizational commitment of the staffs. Using organizational psychologist to develop this relationship is our suggestion.

Background and Aim: Creativity and innovation are considered among the most important factors that help an organization survive. Therefore, it seems necessary to examine the status of this important issue in healthcare organizations such as hospitals. The present study was conducted to determine the relationship between organizational innovation and creativity among the staff of teaching hospitals of Tehran University of Medical Sciences (TUMS).  
Materials and Methods: This descriptive-analytical and cross-sectional study was conducted on 285 staff members of TUMS selected teaching hospitals in 2015. To collect the required data, demographic data form, organizational creativity 
questionnaire and Martin Patchen’s innovation questionnaire were used. Data were analyzed in SPSS software version 21, using descriptive statistics, t-test, ANOVA and Pearson correlation analysis at a less-than-0.05 significance level. 
Results: The organizational creativity rate for the studied staff showed an average of 2.99±0.80, assessed at middle and lower middle levels and the organizational innovation rate showed an average of 19.37±3.71, assessed as middle and upper middle. A statistically significant relationship was observed between organizational creativity and organizational innovation (p=0.02, r=0.20).
Conclusion: The results suggest that an increase in creativity leads to an increase in innovation. Therefore, to survive and maintain a competitive advantage to provide more desirable treatment services at a high quality, hospital managers are required to use their best effort and expenditure so that they can enhance innovation within their organizations.