نشریه توسعه سازمانی پلیس
سال هجدهم شماره 3 (پیاپی 78، پاییز 1400)

The strategy of the organization is the way to achieve goals and to identify external (opportunities and threats) and internal factors (strengths and weaknesses) and exploit them properly and neutralize internal weaknesses and external threats. Human resource strategy as one of the organizational strategies is a model of decisions that deals with human resource policies and procedures in line with the goals of the organization to improve productivity and its performance. The purpose of this strategy is to align human resource policies with the strategic goals of the organization; in such a way that there is internal coordination (integration and cohesion) between the human resource subsystems and strategy and the strategy of the external coordination organization. Accordingly, considering the importance of the subject, the purpose of this study is to investigate the relationship between the factors that create alignment between human resource and organizational strategy. The present study was conducted with a combined approach (qualitative and quantitative). In the qualitative part of the research, the conceptual model has been designed by consulting 15 managers of the human resources department of the Refah Bank and through an open-design questionnaire. In the quantitative research, through a sample of 384 people, the designed model with the system dynamics approach has been tested. The results show that the most important factors are divided into 5 main categories including creating a suitable organizational environment, improving the quality of human resources, coherent planning, ability of managers and attention to welfare mechanisms and 30 sub-categories.

Different work-life balance strategies or programs have been designed and implemented in different organizations in different countries. These strategies affect a wide range of individual, organizational and social outcomes. But the findings of Primary and secondary research indicate contradictory results.

To evaluate the effects of different work-life balance strategies on the individual and organizational outcomes.

Due to the growth of review research, a new type of review research (called tertiary level research) has been formed, which reviews, systematic review research. One of these methods is umbrella review. Umbrella Review identifies, selects, and critically evaluates review research in a clear and orderly manner. The purpose of the umbrella review is to analyze what is known, provide advice for action, identify unknowns, and provide advice to decision makers and future research. All stages of the work have been done in accordance with the relevant checklists and according to the inclusion criteria and methodological quality assessment checklist, 24 studies have been included in the analytical process of this review. Gray literature is also included in this review.

Different strategies, programs or policies to create work-life balance that have been designed and implemented in various organizations around the world are categorized in this study. In general, the findings of contradictory results at the individual and organizational level indicate that the results of these strategies are not universal and are influenced by various factors, including cultural, economic, political, organizational regulations, the type of study method, the type of industry and the size of the organization, the attitude towards gender issues and the value system of an organization or society in general.

The results are heterogeneous and contradictory due to differences in strategies, but a separate study of strategies also shows contradictory results. Putting together the findings of review research in this category, the reasons for the discrepancies in the findings become clear. Decision makers in this field are expected to identify needs, examine underlying factors, backlash mechanisms and dark sides before any design and implementation. Consider a combination of these strategies.

Today, the need for organizations to pay attention to improving the performance and satisfaction of stakeholders, especially in service organizations such as the police, is a very important principle. The purpose of this study is to investigate the effect of organizational structure dimensions on police performance. Research

The present study is applied in terms of purpose and descriptive-analytical in terms of type and quantitative in terms of implementation method. In order to collect data, the tools of organizational performance questionnaire "Achieve" Hersey and Goldsmith (2002) were used and the statistical population is 60 police officers of Neishabour police command, in full. For inferential analysis of the data, measurement tools, partial least squares, first-order factor loads, Cronbach's alpha, mean variance index, cross-validity subscription index, Fornell index and Larker index were used.

Based on structural equations; Complexity with beta coefficient of 0.437 is in the first priority, therefore it has the most relation with organizational performance, followed by formality with beta coefficient of 0.368 in the second rank and focus with beta coefficient of 0.27 in the third and final rank.

The test results show that organizational structure and its components have a significant effect on organizational performance.

The purpose of this study is to investigate the effect of the components of managers' social responsibility model on organizational development in government organizations in Iran to achieve the development of government organizations and sustainable development in the country. This research has been done in both quantitative and qualitative (mixed) forms. In the qualitative study, the effective indicators of the social responsibility model on organizational development have been identified by 15 experts who have been selected using the snowball technique and finally by the Delphi and A semi-structured three-stage interview of the questionnaire with 42 items was extracted. Quantitative studies have been done through structural equations of partial least squares through LISREL software and the statistical population of 375 managers and employees with more than five years of service in government organizations has been tested by cluster sampling method from the whole province. In this stage, a questionnaire has been developed that its validity and reliability with the results of qualitative studies showed that the components of social responsibility of managers, which includes nine dimensions: economic, moral, The components of organizational structure are humanitarian, legal, environmental, personal characteristics, security and task dimension. They affect the development of government organizations. In accordance with the obtained results, at the end of the research, practical suggestions for the use of government organizations in achieving a society with sustainable development in the country are mentioned. Keywords: Organizational Development, Social Responsibility, Government Organizations, Government Management, Sustainable Development.

Economy is considered to be one of the the important area, and according to the text of the statement of the second step of the Islamic Revolution, economics is a key determinant of economics. Strong economy is a strong point and an important factor in the invulnerability of the country and a weak economy is a weak point and a source of influence, domination and enemies. The present study aims to explain the economy in the NAJA and answer the following questions. What is the comprehensive definition of economics in the NAJA that is agreed upon by the economic elite? What was the most important Islamic economy of the NAJA in the first half of the revolution? What were the most important NAJA economies in the first half of the Islamic Revolution? According to the NAJA, what are the economic requirements of the second step of the Islamic Revolution? What are the most important economic events of NAJA based on the statement of the second step of the Islamic Revolution? And what was the future situation of the NAJA economy on the horizon of the second phase of the Islamic Revolution (quantitative and qualitative) according to the statement of the second step of the Islamic Revolution?
The result is that the application of the statement of the second step of the Islamic Revolution in the NAJA has several cases, including organizing and disciplining part of economic activities, leaving the enterprise and also organizing, reducing and dissolving companies and economic institutions, NAJA economic activities in construction and NAJA economic activities. Is. The field is relative self-sufficiency and outsourcing and management services themselves, and finally the NAJA will enter the field of foundation companies and economic activities related to improving students' livelihoods and NAJA environmental conditions.