نشریه منابع انسانی ناجا
پیاپی 36 (تابستان 1393)

The purpose of this study was to survey on the role of talent management and organizational justice (distributive, procedural and interactive) in Hamedan police. The research method was descriptive- correlation and data-gathering tool was questionnaire. Statistical universe of this research consists of all Hamedan police force employees in 2013. The sampling method was multi- level cluster sampling and 250 people have been selected through Q-Cochran formula the research tool was 20 questions organizational justice questionnaire which provided by Neihoff&Moorman.On the basis of theoretical framework, talent management has been measured in 6 dimensions: selection and recruitment, learning and development, performance management, compensation, performance–base payment and succession. The content validity of the questionnaire has been confirmed by organizational behavior management specialists and experts. Also the reliability of the questionnaire was %80 which calculated by Cronbach Alpha coefficient. The authors have used pearson correlation coefficient and stop by step regression tests. The findings of the research indicate that distributive justice have a significant relationship with all talent management dimensions except from learning and development and there is a significant relationship between procedural justice and selection and recruitment, learning and development, performance management compensation system, performance-based payment and succession. And also there is a significant relationship between interactive justice and selection and recruitment, learning and development, performance management, compensation system, performance-based payment and succession.

Organizational personnel, human resources or in recent approach human capital, are the most important resources of any organization that their foresight is necessary because they are aware of the time and futurable. In this regard, the present study attempts using two methods of the foresight which are cross-impact effects analysis and scenario planning, first to identify and analysis of the key driving agents and then formulate human resource the main scenarios Ahead of the NAJA. Time horizon of the present study is the 2025. Primary data of research was collected using semi-open interviews of managers and senior experts with experience in the field of Human resources in the NAJA and analyzed by Mick Mac software. Finally, the results of utilizing cross-impact analysis indicated that Four key agents: 1-replace the technology instead of humans, 2-development of electronic commerce, 3- increasing urbanization and metropolitan growth, 4-domination of technology in the social and economic areas between 16 identified agents in the interview phase would have the greatest impact on the future of human resources in NAJA. Such agents were used in the following as the basis agents in scenario writing. Plausible state sets of this agents, clearly determine nodes and policy pathways for managers. In order to scenario writing at this stage, specialized experts were polled and eventually by pluralizing them, 12 possible states for 4 agents were defined. Plausible state for any agent covered a range of unfavorable to favorable states. With analysis carried out by the scenario wizard software, 2 strong scenarios and 16 believable scenarios extracted, based on 12 plausible statuses regarding to 4 driving keys.

Today’s the majority of organizations and institutes are in the situation which should be responsible against informed citizens increasing demands, scientific institutes, beneficiary groups, social movements, press, mass media and etc; so responsiveness and clients respect have a principal and vital role in all organizations, This research purpose was to survey the extent of Naja manpower deputy clients about given services quality by the employees (client respect plan).Research method was descriptive-survey and correlation. The sampling method was random sampling and the sample size were 240 clients of Naja manpower deputy and the tool for data-gathering was servqual questionnaire which has used for evaluating clients perceptions and expectations: The questionnaire Cronbach Alpha was 87/08 and the authors have used different statistical tests such as one-way variance analysis, Pearson correlation test, multi-variable regression. The findings indicate that there is a significant relationship between tangibles, assurance, responsiveness, reliability and empathy factors and clients respect. Empathy and assurance agents with %92 and %91 in level of %1 have the highest correlation according to Naja manpower deputy clients’ opinions.

The current research aims to surrey on the status quo of Zanjan police headquarters and examine the possibility of compilation, establishment and examine driving agents of SRP approach. The sampling population of this research consists of Zanjan police headquarters employees. Among the population and according Morgan table 322 people were selected through simple random sampling method. The reliability of the questionnaire was calculated by Cronbach Alpha and finally reached %88. The validity of the questionnaire has confirmed by face validity. Data analysis method was single simple, Pearson correlation coefficient. The findings indicate that the status quo in organizational structure, organizational culture, organizational technology and corporate strategy in Zanjan police HR field provides the possibility of compilation and establishment of SRP approach.

The current research aims to compilate suitable strategies for Qazvin police headquarter manpower. This research was applied and the research method was descriptive-survey. The statistical universe was 60 people of top and middle managers of Qazvin police headquarters. The authors have used census sampling met hod. The research tool was a researcher-made questionnaire which included 70 questions in 4 dimensions: opportunity, threat, strength and weakness. According to research findings the sum of total scores of manpower external agents of input process was 2/80 which indicated relative opportunities in Qazvin HRM input process and also the sum of total scores of manpower internal agents of input process was 2/60 which indicated relative strength in HRM input process. The sum of total score of process was 2/17 which indicated relative weakness in HRM output process. So among compilated strategies, all offensive strategies and some of conservative and competitive strategies have been introduced as an optimal strategies for manpower input process, meanwhile among compilated strategies, all defensive strategies and some of conservative and competitive strategies could be introduced as optimal HR process strategies.

Although there is substantial literature on the use of performance appraisal in the for-profit sector, there is little literature available concerning the appraisal of staff positions in American higher education. This study provides a detailed look in a population of 108 colleges and universities. Dissatisfaction was found with the appraisal process due to (a) lock of leadership supervisors (b) supervisors not being held accountable for the timely completion of appraisals, and (c) the lack of training provided supervisors for doing performance appraisals well.