RESOURCE MANAGEMENT IN POLICE
Year:2020 | Volume:7 | Issue:4|Papers Count:8

Background and objective: This study aimed to investigate gender stereotypes and managerial stereotypes in both industry and services. Method: This research is applied in terms of purpose and descriptive-correlational in terms of method. The statistical sample consisted of 615 people including 340 people from industry and 275 people from services. Data were collected using a questionnaire. To evaluate the fit of the measurement model, Cornbrash’ s alpha criteria, combined reliability and mean-variance index were extracted, and to fit the structural model, the coefficients of determination coefficient, predictive power coefficient and goodness of fit were used. The research questions were evaluated using two independent sample t-tests, analysis of variance, and structural equation modeling technique. Findings: The findings indicate that the degree of agency of women in the two sectors of services and industry is not significantly different from each other. Women have more adjectives in industry than services. In addition, women in the service sector are equally suitable for all managerial roles, while in the industry sector, the role of information is more appropriate for women. The characteristic of agency in both industry and services has a positive effect on the performance of managerial roles, while the feature of linkage in the industry has a positive effect on the performance of information, decision-making and interpersonal roles and in the service sector only on the interpersonal role. Conclusion: There are stereotypes in both industry and services. These stereotypes are more prominent in the industry than in services.

Background and objective: Considering the important role of performance managers in improving the performance of the organization, recognizing the characteristics of these managers is of particular importance; Method: This research is developmental in terms of purpose and descriptive and survey type in terms of the nature of the research. The statistical population of the study includes experts, managers and deputies of the police force of Guilan province. Two questionnaires were used to collect data. In order to design the model, a fuzzy inference system was used by MATLAB software. Findings: Three important characteristics of performance managers include personality traits, intrinsic motivation and knowledge, skills, and ability to make managers perform. Increasing the intensity of these characteristics will improve the level of performance of managers. Personality traits have the greatest impact on the performance of police managers. Motivation, knowledge, skill, and ability are important in the next ranks in terms of influencing performance, respectively. Conclusion: In order to identify and appoint police performance managers, the focus should be on personality traits, intrinsic motivation and knowledge, skills, and ability of senior law enforcement officials.

Background and objective: In recent years, researchers have mentioned several factors for success in discovering and identifying, developing and exploiting elites and top talents, which seems to be one of the main effective factors in this field. Accordingly, the present study has been conducted with the aim of designing a national marking model in the field of elites and top talents in the field of science and technology. Method: This research has been done with a mixed, descriptive-exploratory and correlational approach. The statistical population of the research was the elites, the directors of the National Elite Foundation and the relevant professors in this field. Statistical samples were selected by purposive judgment methods and snowballs and were available and data were collected using semi-structured interviews and questionnaires. Data analysis was performed using data theory and structural equations. Findings: Causal conditions, contextual conditions and intervening conditions that affect national marking in the field of elites and top talents have been identified and the process of national marking in the field of elites and top talents as a strategy to meet and satisfy the desire for national marking in this area is considered. This process will eventually lead to effective consequences such as retaining and attracting elites, promoting national pride, and so on. Results: Based on the results of the research, the desire for national marking is the most central component, which shows its high importance in the implementation of the national marking process, because national marking is applicable in the field of elites. It is not mandatory and will not be possible until the stakeholders are convinced and cooperate.

Background and objective: In this study, the main factor for improving livelihood is good governance and social capital and empowerment are considered as representative of two socio-cultural approaches and development factors approach and knowledge management as a moderating variable that improves governance and Improves livelihood. Method: The research method of this study is analytical-descriptive correlational. The statistical population of the study is all retirees of the Armed Forces of Tehran. The number of samples was 384 and the information was obtained from simple stratified sampling. Then, using the structural equation method, the relationships between variables were examined. A questionnaire was used to collect the necessary data. Convergence validity method was used to assess validity and Cronbach's alpha method was used to determine reliability. According to the alpha level of good organizational governance (0. 894), social capital (0. 816), empowerment (0. 797), knowledge management (0. 831) and lack of livelihood (0. 747), the questionnaire has appropriate reliability. Findings: The findings show that there is a significant relationship between social capital and empowerment with good governance. There is also a significant relationship between good governance and livelihood improvement but knowledge management has not been able to moderate this relationship. Conclusion: Increasing social capital and civic participation among employees along with empowering human resources, by providing opportunities and opportunities for prosperity, strengthens good governance and further improves the living conditions.

Background and objective: Improving performance indicators is necessary to achieve managerial goals. These indicators are often defined as the process of applying knowledge and skills in response to environmental needs. This study was developed with the aim of providing solutions to improve police performance indicators and for this purpose, the role of social values ​ ​ in the realization of organizational intelligence was surveyed. Method: In order to design the model and develop the hypotheses, library studies were used and to evaluate the validity of the model and test the hypotheses, the structural equation modeling technique was used with the help of Smart-PLS software. The statistical population of this study was the staff of +10 police Findings: According to the findings personnel who were purposefully sampled and 158 people completed the questionnaire., when a social organization uses its performance indicators including agility, adaptability and alignment in a desirable way, it can use performance values ​ ​ to achieve performance indicators. Results: The results showed that the police can improve their performance indicators and achieve organizational intelligence by using social values. In addition, to achieve this, it uses the two features of sensitivity and relationship management with the environment as indicators of sociability.

Background and objective: In order to carry out its inherent missions, the police force needs to properly manage the development process of talented commanders and managers based on the characteristics of the Vision 1404 document, which is achieved through a process called talent management. This research has been done with the aim of designing a management model of command and management talents in Iran police. Method: This research was applied in terms of purpose and performed in a mixed method. The statistical population of the research in the qualitative study section was 13 experts and in the quantitative section were 573 commanders related to the subject. The sampling method was snowball in the qualitative part, which was interviewed with experts until theoretical saturation, and in the quantitative part, the number of samples was calculated using the Cochran's formula of 230 people. Data collection tools were semi-structured in the qualitative stage of the interview and a researcher-made questionnaire was used in the quantitative stage. Data analysis was performed using central and dispersion indices, Kolmogorov-Smirnov, Friedman tests, heuristic and confirmatory factor analysis. Findings: The management model of command and management talents in Iran Police has six dimensions; Talent acquisition, talent identification, employment, maintenance, evaluation and development and components of planning, discourse, identification, selection and recruitment, job planning, placement and employment, service compensation, job security, performance appraisal, monitoring and control, training and empowerment. Conclusion: Considering the increasing importance of human resources in the successful implementation of organizational missions, attention to the dimensions and components of the research model can play an important role in substitution and maximum use of human resources as the most valuable asset of the organization.

Background and objective: Due to the importance of observing disciplinary regulations as one of the serious demands of commanders, recently the need to develop a clear and codified mechanism for assessing disciplinary principles in Iran Police has been emphasized. On the other hand, the effectiveness of the implementation of disciplinary regulations requires grounding and creating appropriate acceptance by changing attitudes. This study intends to assess the attitude of police officers towards the disciplinary regulations of the Armed Forces and for this purpose, has designed its tools to initiate effective efforts through attitude assessment. Method: The research is applied in terms of purpose and documentary and field in terms of the implementation method. To design the tool for measuring the attitude of employees to the disciplinary regulations, based on the existing literature, the primary tool was designed and to check the validity, referring to 10 experts, the relative content validity coefficient (CVR) was calculated to be 0. 98. The reliability of the instrument was also confirmed by Cronbach's alpha (0. 97). The statistical population of the study consisted of the staff of the five missions of the police (criminal investigation, intelligence, law enforcement, traffic, border guarding) and a sample of 350 people were interviewed. The collected data were then analyzed using t-test and Friedman test using SPSS software. Findings: The study showed that the attitude of police officers towards disciplinary regulations is positive and moderate. Among the dimensions of attitude, emotional, behavioral and cognitive attitudes are in good condition, respectively. Conclusion: This result shows that the behavioral orientation of employees to comply with the regulations is more emotional than cognitive, and this confirms the need for investment to improve employees' understanding of the usefulness of the disciplinary regulations, to maximize its effectiveness.

Background and objective: One of the important organizational variables is the rejection of employees by individuals and workgroups that affects their organizational behavior and job performance. The purpose of this study was to provide a model and methods of exclusion in the workplace. Method: This research is qualitative, of theme analysis type. The statistical population of managers and specialists of the oil company was selected by snowball sampling method based on the theoretical saturation of 14 experts. The method of data collection is library and field and the tool of data collection was in-depth interview and based on this, open, pivotal and selective coding was performed. Data analysis was performed using Max software. Findings: After coding, 19 categories of qualitative data appeared and finally ignorance of information, not attending meetings, lack of physical, mental, psychological and moral health, personal issues between colleagues, lack of job referrals, low efficiency, lack of interest. Motivation to work, non-fulfilment of assigned responsibilities, underemployment, apathy and lack of motivation were identified as indicators of rejection. Conclusion: The results of the study showed that the methods of rejection in the workplace are in the form of rejection by supervisors, colleagues and colloquial language.