نشریه توسعه سازمانی پلیس
سال هفدهم شماره 2 (پیاپی 73، تابستان 1399)

The financial laws and regulations required by the society are the result of the experiences and hours of effort that have been prepared by experts and members of parliament and have been provided to managers and users for use. Ensures that familiarity with financial laws and regulations provides the basis for informed and purposeful management practices. This research is applied in terms of purpose and descriptive-survey studies and is quantitative in terms of data collection. The statistical population of this research is the commanders and administrators of Amin University of Law Enforcement Sciences who are authorized by the financial order and there are a total of 26 people.Considering that both the internal alpha of the individual questions and the overall alpha of the questionnaire are more than 0.7, the reliability of the questionnaires was evaluated as desirable. The findings of the present study showed that the familiarity of commanders and managers has a significant effect on the speed of absorption, performance accuracy and accuracy of financial budget performance. According to the studies and identification of influencing factors, it is recommended to take the following measures: 1) the need to expand, develop and strengthen measures effective in improving financial performance by taking into account the set priorities; 2) Focus on the strengths and weaknesses of each component of improving financial performance; 3) Correct and realistic study and understanding of the challenges and problems in line with each of the components of improving financial performance.

The purpose of this study is to investigate the relationship between transformational leadership and human resource agility. This research has been done with a descriptive correlational approach through the distribution of 214 questionnaires among the staff of the Disciplinary Command of Mazandaran Province. To collect the research data, the standard questionnaire of transformational leadership of Bass and Olivier (MLQ) and the standard questionnaire of human resource agility of Zahedi (2013) have been used. The validity of the questionnaires was confirmed by respected professors and its reliability was obtained using Cronbach's alpha formula for the Transformational Leadership Questionnaire 0.79 and the Human Resources Agility Questionnaire 0.86, respectively. To analyze the data, correlation, regression and Friedman test using SPSS software were used. Findings show that there is a positive and significant relationship between transformational leadership and manpower agility. In other words, transformational leadership can increase human resource agility. Also, the dimensions of transformational leadership, other than the variable of mental motivation, have a positive and significant relationship with the agility of human resources. The fifth test based on Friedman test shows that ideal influence with a coefficient of 2.87 is in the first priority, therefore it has the most relationship with human resource agility and then individual considerations with a coefficient of 2.52 in the second priority and motivational inspiration with The coefficient of 2.24 is in the fourth and final rank, therefore it has the least relation with the agility of human resources in NAJA.

Today, most organizations have found that quality improvement is undeniable in order to survive successfully in today's world. The importance of paying attention to performance for organizations makes every factor affecting it important. In this regard, addressing comprehensive quality management and finding some mediating variables is an undeniable necessity. The purpose of this study is to investigate the role of human talent in relation to comprehensive quality management and performance (studied: Qom Post Bank).

The methodology of the present study, which is among the applied studies in terms of purpose, has been a descriptive survey of the type of correlation. The statistical population in this study is the employees of Qom Post Bank. The required data were collected using standard questionnaire tools and data analysis using structural equation analysis and Smartpls3 software.

The research findings showed that according to the standard coefficient obtained in the structural model in the standard case for the moderator variable obtained 0.91 (positive), human talent as a moderator has a positive effect on the relationship between comprehensive quality management and performance in Post Bank. Qom.

The importance of the key role of human resources in today's advanced organizations is such that researchers ultimately attribute the effectiveness of all techniques and tactics to the human factor. Employee importance is no less important than customers because employees lead to more customers and develop and promote the organization.Keywords: human talent, comprehensive quality management, performance

The rapid and increasing development of technologies and their applicability to various parts of the organization has led to the information and communication technology penetration in human resource managment systems has created a new approach in human resource management which is called "electronic human resource management". The aim of this study was to identify and assess the factors related to electronic human resource management in Iran’s police. The present study has been carried out with a mixed approach in three main stages: 1. content analysis of the existing data 2. screening of identified factors 3. Validation of the tool for measuring these factors. In the fuzzy Delphi stage, 10 policing experts were selected through purposive sampling technique. Findings from data and information analysis showed that factors affecting "the electronic human resource management" in Iran’s police have 6 cpmponents (namely technological factors, legal infrastructure, strategic factors, managerial factors, cultural and organizational factors) and 74 indexis.

Understanding and study of customer expectations is an efficient instrument and subjects and basic concepts in management as valuable fund and can be a base for upgrading of service quality level.Main question (or main purpose): So, in this research check out this matter that customer has how expectations of scientific Basij and technology organization and which expectations are the most important as priorities.The study is practical as purpose and descriptive as method and survey as type and general approach of inductive research. Study statistical society includes scientific managers in Basij base levels of Hormozgan province that chose  persons among them by sampling. At first, it used semi-structured interview for finding expectations after study of research literature and similar researches. Then it considered collected data analyses of researcher questionnaire with using statistical techniques. Researcher results show that all expectations is very important as customer point of view and also expectations like “set up information bases and continuous and effective presence in cyber space”, “ increases of abilities of creative thinking and create ideation approach”, “ support of opinions and creative plan to reach in production cycle” toward other expectations have higher ranking average and is as the most important and priority of customer expectations scientific Basij, research and technology organization.

There will always be a need for rank-authority in policing, and command and control will remain an important tool in an organization’s armoury, providing direction, protection, and a sense of safety and security for those inside and outside the organization. But as organizations increasingly grapple with the very real complexity of social problems that lead to crime, as well as the complexity of their own organizations, a better understanding and nurturing of different approaches to leadership is vitally important. Responding to complexity requires innovation, experimentation, and leveraging thoughts, ideas, and experiences from a range of people. This is shared leadership, where leadership is a group process of shared responsibility and mutual influence in which team members lead each other towards their goals. The challenge for police organizations and those who run them is how shared leadership—in which power and influence are not centralized in the hands of a superior leader—can co-exist alongside traditional bureaucratic and hierarchical conceptualizations in policing. To this end, in this article we explore the notion of leadership ambidexterity—that is being effective at the very different leadership required for complicated and complex problems—and the challenges facing organizations and their leaders in achieving this.