نشریه منابع انسانی ناجا
پیاپی 68 (تابستان 1401)

Today, the maintenance and sustainability of human resources is one of the most vital issues in organizations. Hereby, talent management is one of the significant cases and the professional competencies of personnel play an essential role in improving talent management. In fact, people have the opportunity to develop different talents, but not much attention is paid to them and people's potential is not used much. This study was conducted in one of the subdivisions of law enforcement cooperatives. The purpose of this study is to provide a competency model for managers to manage talent. Accordingly, interviews were conducted with 15 managers of the organization who were purposefully selected. Then, using the qualitative method of theme analysis in interviews, the factors affecting the proper management of talents were identified. In the next step, the research model was presented using an interpretive structural process. In this model, the underlying factors are: "Knowledge of the organization, responsibility, familiarity with information technology and ethics and beliefs." Accordingly, theism, piety, hereafter and such principles, managers' familiarity with information technology, acceptance of responsibility and knowledge of the organization, are the most important factors that lead to optimal talent management

Today, the study of staff turnover is one of the main concerns of any organization. Since NAJA is at the forefront of public security and is considered as a kind of security showcase of the country, their performance has a direct effect on the perception of organizational justice and therefore their job satisfaction is of two important importance. The subject of this study is to investigate the effect of perception of organizational justice on the tendency of employees to move by explaining the mediating role of job satisfaction. The purpose of this article is to study the concept of organizational justice, job satisfaction, employee turnover and finally provide a model based on research and develop an optimal plan for employee turnover using the results of organizational justice and satisfaction research.

This is a descriptive correlational study and its statistical population is the staff of the Tehran Provincial Police Headquarters. 146 people have been selected as a sample size in a systematic random method based on Morgan table. In order to collect data related to variables, the three questionnaires of Niehoff and Morman (1993), Bisvaz (2012), and Minita Sota were quoted by Mohammadi (2011). Hypothesis analysis was used using structural equation modeling and Smart PLS software.

It was concluded from the results that organizational justice has an effect on the desire to move through job satisfaction mediation. Communication justice, procedural justice and distributive justice, respectively, had a significant effect by explaining the role of job satisfaction in staff turnover.

Due to the necessity of the issue of willingness to relocate employees, job motivation should be increased through justice (interaction, procedure and distribution).

The aim of this study was to understand the conditions of formation and to identify and measure the components and factors affecting organizational vitality in the governorate of Kurdistan. This research is a quantitative-descriptive research and in the open-ended questionnaire section, it is a qualitative content analysis. The statistical population included all employees of the Kurdistan Governorate and its affiliated governorates employed in 1398, which is 694 people. By exploratory factor analysis and using principal component analysis and varimax rotation, 7 main factors affecting organizational vitality with special value above 1 were identified. The root value of the estimated variance of approximation error (RMSEA) obtained in the generalized maximum likelihood and minimum squared methods is 0.068 and 0.048, respectively, which is less than the acceptable limit of 0.08, which can be concluded that the size of the model estimation error is not large in society. And it is an acceptable amount. Therefore, in general, the good fit of the final research model was confirmed. Also, the results of one-sample t-test showed that the level of organizational vitality of Kurdistan Governorate (96.10) is higher than the reference value and is relatively desirable. The components of organizational vitality in the governorate and governorates of Kurdistan province are life satisfaction, spiritual intelligence, management, promotion, emotional and social energy, job and family characteristics, respectively. Among the ways to improve the level of organizational vitality, we can mention job satisfaction and wages, fair use of facilities and fair treatment of employees, attention to job promotion, creating suitable physical conditions for work and employment of others.

There is no optimal way to evaluate public services and it is impossible to measure an organization's performance with a specific indicator. In assessing police performance, previous studies focused mainly on performance while this article seeks out multiple indicators to provide police performance which shows the reasons for the various dimensions of performance in an organization. In this article, four indicators of police performance including both efficiency and effectiveness are introduced.

In this article descriptive-analytical method is used. Data collection is through library studies. The means of data collection is NAJA active systems. In order to analyze data the method of dynamics of systems is used.

There is a direct relationship between the cleanup rate and the complaint rate and there is an inverse relationship between the crime rate and trust rate.

Measuring police performance with one of four indicators including cleanup rate, complaint rate, crime rate and police trust rate will have different results because both indicators are contradictory and interests and values of stakeholders are different.

The purpose of this study is to evaluate the role of transformational leadership style on managers' self-esteem. The research method is descriptive-analytical and applied in terms of purpose, which has been done in the field. The statistical population of the study consists of all the managers of the second layer of the headquarters and specialized police of the Disciplinary Command of Mazandaran Province. The statistical sample of 88 people were selected based on the total number. To collect research data, Bass and Olivier (2000) standard transformational leadership style questionnaire and Cooper Smith (1967) standard self-esteem questionnaire were used. The validity of the questionnaires was confirmed by respected professors and its reliability was 0.87 and 0.86 using Cronbach's alpha formula, respectively. Kolmogorov-Smirnov statistical test, correlation coefficient, regression and Friedman test were used to analyze the data using SPSS software. Findings show that transformational leadership style has a positive and significant effect on self-esteem. Also, the dimensions of transformational leadership style have a positive and significant effect on self-esteem. Evaluation of the fifth hypothesis based on Friedman test shows that courage with a coefficient of 3.05 is in the first priority, therefore it has the greatest effect on self-esteem, followed by leadership power with a coefficient of 2.54 in the next priority and mental motivation with a coefficient of 2.51 in the fourth priority. As a result, it has the least effect on self-esteem in the police command of Mazandaran province. In organizations that have used the leadership style, the level of self-esteem of employees is higher than organizations that do not use the leadership style.

Changing the place of service is one of the methods of human resources management in organizations. The present research reconstructs semantically the movement of the staff of Iran Law Enforcement Forces to operational areas and its consequences using survey method. The research field includes all the relocated staff of Iran Law Enforcement forces who were in Hormozgan in 2020-2021. After conducting semi structured interviews with 40 of them, the data were analyzed using the systematic method of Strauss and Corbin. 129 initial codes, 41 minor categories, 13 major categories and 1 core category (structure-agency) were extracted from data coding and gathered into a paradigm as causal, intervening, and contextual conditions, strategies, and outcomes. Causal conditions included human resources of an organization, sense of organizational discrimination, and network of organizational support variables; contextual conditions included geographical relocation, and source-destination homogeneity; intervening conditions included the network of family support, and family's structural demand. In a dialectical relationship between structure and agency, the relocated staff adjusted themselves using family, economic, psychological, and communicational approaches. From the staff's point of view, structure and agency dialectics brings with itself unpleasant outcomes and consequences for their lives in social, domestic, organizational-occupational, and environmental aspects. To remedy and improve the situation, measures based on the modification of the transfer procedure, aside from local hiring, and elimination of deprivation in operational areas, some tactics are suggested to make relocation guide, organizational support, and proper family assistance more humanized to reduce occupational and environmental tensions.

Business intelligence is one of the most recent and important products of the information-based networking world that has been developed on the basis of the amazing ability of computing tools and digital methods to process, analyze, and display. Organizations seek to maximize the benefits of these new products to achieve their goals. The use of these products has necessities and one of the most important parts that must be fitted to them is manpower. Implementation and application of business intelligence requires realization of the necessary competencies in human resources and with the realization of this necessary competencies, the optimal use becomes possible. The present study, by using expert opinions and questionnaires, has extracted a list of 12 required human resources competencies (12 factors) for the purpose of the study. Then, using the fuzzy DEMATEL Matrix Questionnaire, collected the experts' opinions to discover the network of cause and effect factors (network relation map). By solving the fuzzy DEMATEL method, the network relation map and the effects of factors were obtained. Then, for ranking, the total relations matrix obtained by fuzzy DEMATEL method is used as fuzzy ANP input. Following the steps of this method, the 12 extracted factors were ranked and the problem solving, business intelligence literacy and data literacy, were ranked highest.