POLICE ORGANIZATIONAL DEVELOPMENT
Year:2019 | Volume:16 | Issue:69|Papers Count:7

The capacity of police organizations to adopt innovative practices is poorly understood. This article compares and contrasts the uptake of one particular innovation: intelligence-led policing (ILP), in New Zealand, using a survey of 286 officers and 32 depth interviews to explore police attitudes and perceptions of the organizational factors influencing the adoption of ILP. We found that leadership and effective use of technology were critical to initiating and sustaining innovation. We conclude with a discussion of how police departments might best plan for and execute the adoption of new, innovative approaches to crime control. The capacity of police organizations to adopt innovative practices is poorly understood. This article compares and contrasts the uptake of one particular innovation: intelligence-led policing (ILP), in New Zealand, using a survey of 286 officers and 32 depth interviews to explore police attitudes and perceptions of the organizational factors influencing the adoption of ILP. We found that leadership and effective use of technology were critical to initiating and sustaining innovation. We conclude with a discussion of how police departments might best plan for and execute the adoption of new, innovative approaches to crime control.

operational budgeting in administration and executive agencies. therefore, the purpose of this study was to investigate the meta-analysis of studies on the impact of planning indicators on the planning of operational budgeting. The method of this study is quantitative of meta-analysis. the statistical population of the research consisted of 71 domestic articles, in which 20 articles were analyzed using purposeful sampling sampling method as a sample of Meta – analysis. Reliability identified through the judges 'consensus on the choice of research and their classification, the validity of coding through the judges' consensus on the use of specific concepts for the coding of variables and the magnitude of the work through an agreement in the measurements of the effect size among the meta-analyses. the results showed that between 4 variables and 49 of the effect size, the effects is assumed to be 0. 1-3. 3, 0. 3-0. 5, 0. 5 and more, respectively, low, medium and high. Also the contribution of technical and process factors with the mean size of the effect size of 0. 58 for the deployment of operational budgeting was clearer. environmental factors with an average effect size of 0. 53 and human factors were obtained with mean size of 51 and structural factors with average effect size of 0. 47 respectively. Technical and Process variables, Environment, Human, Structure of Planning indices were on the planning of operational budgeting.

Corporate Governance refers to a voluntary participation for sustainable development upon the regulatory requisites to decrease the distance between corporations and stakeholders by means of reporting and financial information disclosure. On the other hand, financial information, is considered as one of the first factors to evaluate the management efficiency in gaining the benefit due to the executive operation. Additionally, several direct and indirect factors affect the corporate governance and financial information relationship; therefore, two factors related to information features with the most impact factor including transparency of financial information and quality of financial information as the mediator variables were entered into the model. Data was gathered from Qavamin bank. Model reliability and variables interrelation were tested using path analysis method and results showed that corporate governance is influenced by financial information. This is important to state that the transparency of financial information has the most effects among the other factors in achieving the corporate governance among the target statistical population.

Today, human capital is one of the main strategic assets of any dynamic organization and is considered as the most important pillar in promoting individual and organizational performance. Identifying effective variables on employee performance is a guide for managers to improve organizational performance. The purpose of this study is to investigate the relationship between organization's identity, compensation and performance of the organization. This research is applied in terms of the purpose and in terms of the type of the method is scrolling. The statistical population of the research was the staff of the Iranian police. 306 people were tested as a sample. A questionnaire was used to measure variables. Validity of the questionnaires was confirmed by factor analysis. For reliability evaluation, the internal correlation reliability test was used to calculate the Cronbach's alpha coefficient. The structural equation technique analyzed the collected data. Investigating research hypotheses showed that organizational identity has a significant relationship with compensation of services and there is a significant relationship between compensation of services and organizational performance. Also, compensation for the relationship between the identity of the organization and the organization's role is mediating.

Management of poor performers is a big management challenge in today world. Solving this problem can improve the effectiveness of the management system. Organizations as a Sociotechnical system has been studied and human has an important role in this system. Human resources are the main capital of organizations and create competitive advantage for them. Ineffective management of poor performers could result in spreading poor performance in other employees and therefore reduction of organizational productivity. Previous experiences in organizations show that poor performers could be changed to pioneers in the firm. So, it is necessary to achieve a good model for managing poor performers in any organization especially those with huge number of employees. This research by the descriptive-analytical approach has been conducted using thematic analysis. Data were gathered through semi structured interview with 20 managers in department of management development and resource planning of TUMS. Data analysis result in a new managerial model for effective management of poor performers. Results demonstrate that managers has a fundamental role in improving the performance of poor performers according to their method in dealing with them. Also they can improve the effectiveness of their method in all aspects. Results of this research has been proposed in the shape of an effective management model for dealing poor performers. This model has four stages as techniques for managing poor performance including identification of poor performance indicators, clarification of manager expectations and developing commitment, supporting employee to overcome poor performance roots, and using a non-punishment disciplinary approach.

Public Service Motivation (PSM) is a new concept in public administration literature that differentiates between motivational factors of employees in public sector from private sector. The purpose of this research is investigation of effect of organizational justice on public service motivation among Sirjan Police staff. This research is an applied and descriptive and correlation one. The statistical population was Sirjan police staff that based upon Morgan's table, 200 persons of them selected by stratified random sampling method as a sample. For collecting data used two questionnaires including organizational justice and public service motivation. Also, Reliability is confirmed by Cronbach's Alpha coefficient and for validity used confirmative factor analysis. Data analyzing performed using Lisrel 8/5 software. Results especially path coefficient (0/77) showed that organizational justice has a significant and positive effect on employee's public service motivation. Also, procedural and interactive justice have a significant effect on employees' PSM, but distribution justice hasn't. Based on police needs to employees with high level of public service motivation, managers should promote organizational justice especially procedural and interactive justice.