مجله نظارت و بازرسی
پیاپی 43 (بهار 1397)

This research aims to identify and explain the dimensions and ‎components of the implementation of a talent management system in NAJA. This research was ‎exploratory and conducted qualitatively; the statistical population included commanders and ‎experts working in NAJA command and management positions. The snowball sampling method ‎was applied to the semi-structured interview with 13 experts up to the point of theoretical ‎saturation, and its validity was confirmed by the method of assessing Lincoln and Guba, and the ‎reliability was confirmed through the re-test method and the intra-subject agreement method. ‎Data analysis was performed using Lisrel software and exploratory factor analysis. The results ‎indicate that the implementation process of command talent management in NAJA includes 6 ‎dimensions and components: talent-seeking including planning and discourse, talent detection ‎includes identification, selection, and recruitment, application includes the program Job ‎planning, placement, and employment, maintenance includes compensation for services and ‎occupational safety, evaluation includes performance evaluation and monitoring and control, ‎‎development includes training and empowerment‎.

The purpose of this research is to identify factors affecting the motivation of NAJA staff. This research is descriptive survey and is applied in terms of purpose. The present research is based on a combinational approach. Based on this approach, qualitative data was collected from a semi-structured interview with elites and experts. In the quantitative section, a researcher-made questionnaire with 93 questions in four dimensions, individual, organizational, managerial and religious, was used for collecting data. The Cronbach Alpha coefficient was 0.910. In order to analyze the data in the inferential part of Kolmogorov-Smirnov tests, factor load analysis of the first and second order has been used. The results of t-test showed that the individual factor 11.36, the environmental factor, 7.69, management factor, 9.2, religious factor, 5/14 affects the behavioral anomalies of NAJA employees. It can be concluded that religious and spiritual dimensions have the greatest impact on employees' behavioral abnormalities.

The purpose of this study was to investigate the effect of organizational learning on the performance of the financial managers of NAJA. The statistical population is 114 people. Regarding the limited number of people in the statistical population, sampling method has been used in whole. The data collection tool was a researcher-made questionnaire containing 38 main questions. Validity of the questionnaire was confirmed through the receipt of expert opinions and financial experts of NAJA. The validity of the questionnaire was 0.886 using the Cronbach's alpha for the whole questionnaire. In order to analyze the data on the inferential level, Kolmogorov-Smirnov test was used to check the normality of the data and the regression method was used to examine the effect of variables. The results showed that all of the variables of the common perspective, the factors of organizational learning culture, group work and learning, sharing of knowledge, system thinking, participatory leadership and employee competency development are effective on the performance of NAJA's executives.

The purpose of this paper is to identify the factors affecting empowerment in one of the law enforcement units of the country. This applied research was conducted in a descriptive survey. A researcher-made questionnaire was used to collect experts' opinions. The sample was 302 people based on the Cochran formula. Sampling method was random sampling. Validity and reliability of the indices are evaluated using AVE and convergence coefficient. Cronbach's alpha method was used for reliability of the questionnaire, which was 0.83. In order to analyze the data in the inferential part, the structural equation model and specifically confirmatory factor analysis were used and inferential statistics of Kolmogorov-Smirnov tests were used for data normalization; Confirmatory factor analysis was used to verify the model; Structural equation modeling was used to examine the validity of the model; a single-sample T test was used to confirm or reject assumptions; and Friedman Rating Test has been used for ranking. The results of the research show that the type of workforce and all its subscales, organizational learning and subscales of knowledge acquisition and interpretation of information, specialty and standardization, leadership style variable and supporting, participatory and institutional submeasures at 95% confidence level have effect on employees empowering. However, the following subscales of knowledge and organizational memory and the variable organizational structure, and the subscales of complexity, formalism, concentration, hierarchy of powers, and substyle of leadership style are not effective on employees empowering at 95% confidence level.

occupational burnout is one of the fundamental factors in reducing performance. Recognition and prevention of burnout will play an important role in increasing job performance. This paper aims at identifying the individual and organizational factors affecting the burnout of the police station and checkpoint commanders and their impact on their performance. The present study is based on the approach of mixed methods. So, the data were collected by combining two methods of interview and questionnaire. This research was applied in the field of applied research, which was implemented using structural equation analysis and multivariate regression analysis. The population studied in this research was selected in the qualitative stage among the faculty members of the university and the experts of NAJA. The statistical population in the quantitative stage included provinces of the country. The results showed that organizational factors including workload and work shift and salaries has reverse effect of -0.49 on burnout and the relationship between occupational burnout and the performance of the commanders of police stations and checkpoints.

Across six different streams of the literature (i.e., HRM; I/O psychology; educational psychology; vocational psychology; positive psychology; social psychology) we identify a number of discrepancies (i.e., between practitioner and academic interest; between talent management discourse and practice), theoretical perspectives (i.e., talent as capital; talent as individual difference; talent as giftedness; talent as identity; talent as strength; and talent as the perception of talent), tensions (i.e., object–subject; inclusive–exclusive; innate–acquired; input–output; transferable–context-dependent), and assumptions (i.e., about intuition versus data; about the effects of being labeled ‘talented’; about the effects of differential treatment) which we argue can serve as a basis for theory building, methodological advances, and new empirical work. With this review, we hope to join a growing group of talent management scholars pushing to make the transition from a growing into a mature field of study, characterized by widely accepted theoretical frameworks and research designs, and supported by the scholarly community.