مجله نظارت و بازرسی
پیاپی 5 (پاییز 1387)

H
uman resources can be converted into a source of competitive advantage for the firm. but this strategic resource will be efficient when coordinated with other organizational factors. In this article, we suggest three models (rational, natural and integrated models) that can utilize for coordinating among these organizational factors. In rational models, organizational strategy set up human capital strategy. In natural models, other factors (such as culture, structure, technology, …) influence human capital strategy. Integrated models that coordinated different organizational and environmental factors, increase performance.

N
owadays, a few organizations do not use information systems. In the third millennium, when development of advanced information technologies have provided human beings with new capacities, the use of information systems to facilitate jobs, rapidity and accuracy of decision making, improving routines, efforts and strategies is inevitable. Organizations should consider the expectations as well as perspectives, policies and organizational missions in deploying information systems. The evaluation of information systems can enable managers and users to prepare the condition for using system as well as analyzing and determining its strong and weak points. In this paper, it has been tried to emphasize the evaluation of information systems and considering necessities, approaches and frameworks; hence, literature and necessities of information system evaluation as well as using its capacities for improving efforts, approaches and evaluation framework and evaluating measures of information systems have been studied in this paper. The evaluation of information systems makes the ground ready for improving organizational learning, investment justification, decision making and efficient usage of resources and can be done before, while and after deploying information systems.

I
n the process of intelligence affairs, senior managers have a certain role in leading issues and human resources according to considerations like accountability and time limitation in decision making, the access to the information and categorization principles;Since job positions are fundamental measures for adoption and deploying managers, the issue of considering the consistency between senior manager's features and management jobs have been the base for this study. This paper aims to identify the management competency factors according to Schruder's general pattern for competency. It also tries to answer these two questions:1-Is there a meaningful relationship between management and senior management competency factors in public security and intelligence police section?2-Do senior management's competency factors have the same significance?After surveying the senior managers, generally two types of questionnaires were distributed among statistical samples of the study ( 130 of police managers ). For categorizing the descriptive statistical strategies and competency factors and analyzing the questionnaire the data, we used a single-sample T test, Friedman variance analysis test. Using the major strategies and Varmax solution, 7-type competency dimensions were classified in numerous factors and results were concluded: There is a meaningful relation between each of competency factors of senior managers in public security and intelligence police with the reliability of 95%. The general and competency factors do not have the same significance and their priorities are as follows: Personality features, perspective and view, managing skills, knowledge and theoretical information, experience and skilled affairs, social factors and personal abilities.

T
his analytical study has been done in order to determine the level of people's trust, satisfaction, relation and familiarity with police public supervision centers. The statistic population of this study includes 15-year-old people and above all over the country. The needed information has been collected and analyzed through a 13034 sample from 30 provinces and 63 cities. The results show that less than only one-forth would not know where to refer in case they had a complaint or criticism of police officers. More than 28 percent of people have contacted different sections of police particularly 110 in order to complain, compliment and give suggestions about police officers;however, only about 12 percent of people have contacted public supervision centers. The ones who had called these centers before ( 12 percent of all respondents ) ranked the staffs' behavior average. Most of respondents ranked the investigation time of staffs average. According to the results, more than half of respondents have the least trust on these centers, 30 percent have doubt about accountability of these centers and the rest do not have any trusts.

H
uman societies have always been trying to prevent or control crime. Once, crime prevention was defined as hard capital punishment to long-term freedom limitations as well as hard work. Identifying the effective reasons on committing crime is one of the most significant efforts in crime prevention. Criminologists have defined some types of crime prevention each of which is effective on committing crime. The primary, supplementary and third preventions focus on controlling criminal environment and conditions, observance of particular people likely to commit crime and rehabilitating criminals. Penal prevention is based on people's experimentation and establishing a fear of committing crime. Crime prevention through environmental design(CPTED) is also considerable. The justice system of Islamic republic of Iran, which is responsible for crime prevention according to the Constitution, has been making efforts to systematize crime prevention since 1384. This unique act is its certain responsibility. Moreover, numerous organizations based on routine laws- often in executive power- are accountable for crime prevention which will be studied in this paper.

P
rivate bounds is an area in each person's life through which the person is expected not to be disturbed. According to this, four evidence can be considered for this right: Private bounds of properties and places, physical private bounds, information private bounds and communication private bounds. The legal principles and religious essentials will identify these evidence in criminal justice system of Iran which are studied in this paper. Police forces should consider dual necessities regarding to consideration of private bounds as one of the important evidence in civilian rights; in a way that they should avoid illegal and willful disturbing of people's private life as a first step and support these rights against possible disturbing of others whose criteria are studied on this paper. On the other hand, the exceptions related to disturbing civilians' private bounds within the public ordinance and national security should be considered on which police performance standards with three criteria of being legal, not being willful and being necessary have been evaluated.

A
lthough the level of dissatisfaction with police officer performance appraisal systems in many agencies is substantial, a recent nationwide survey of six hundred police organizations indicated that overall satisfaction was significantly higher among agencies with greater level of community policing implementation. Given that research has suggested that dissatisfaction with the appraisal process may impact future employee performance and retention, the of this analysis was to examine differences among police agencies that might explain this variation. Utilizing structural equation models, results indicated that agencies with a high level of community policing implementation were not automatically associated with increased satisfaction. Rather, these organizations differed from their more traditional counterparts with regard to evaluation procedure in that they provided substantially more training to raters, emphasized the use of performance appraisal for officer development, and evaluated a broader range of performance criteria.