مجله نظارت و بازرسی
پیاپی 29 (پاییز 1393)

The main purpose of this study is to determine and investigate the relative priority and weight of the criteria and factors in administrative, personal, behavioral and value-insight performance of NAJA (Iranian Police organization) managers and commanders and also the weight of evaluation standards in determining total performance score using the mangers’ and commanders’ attitudes. For the above purposes, a sample size of 482 police managers was chosen. The results of the analyses show that coefficient factors of different performance dimensions are not equivalent and combination of score factors by summing simple scores up is not an accurate method and combination of score factors together with applying a coefficient when determining the total score is essential. It is worthy of notice that is specialist categories there are marked differences. The results of the analysis of all NAJA categories show that planning and decision-making factor of the management dimension with a weight of .236, creativity and flexibility factor of the personality dimension with .34, trustworthiness factor of behavior dimension with .217, and commitment to Islamic and revolutionary values factor of the value-insight dimension with .566 had the highest values. Also, according to the attitudes of experts the most important criterion for evaluation in NAJA is the superior officer, and the least important is the person’s self-evalution.

Abstract
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n this article, the researcher has tried to discuss the issue of crime and offence prevention in managers and commanders in line with self-monitoring (internal public supervision) and determine and prioritize and its indices. The article has a functional goal and uses a descriptive-observational method. The population of the study included some of the managers and commanders of Iranian Police Command. The data collection tools included an interview and a survey. The questionnaire had two types with each having 14 items. It was distributed among the participants after confirming its validity and reliability. The Cronbach alpha coefficient achieved was .89. The results show that in the self-monitoring of managers’ and commanders’ belief in God’s observance with a mean of 9.58 had the highest place in their supervision over their staff the factor of Devine Obedience with a mean of 9.91 had the highest place.

With regard to the importance of empowerment and also the role of managers in empowering their staff, the aim of the current research is to investigate the role of structural empowerment as a mediating variable between the individual factor of spiritual intelligence and psychological empowerment in managers of the Iranian Police Organization. In the findings of research, in addition to the amount of these variables as means and their correlations being given, the role of spiritual intelligence in determining structural and psychological empowerment has been directly addressed. Moreover, with regard to the indirect effect which spiritual intelligence has through structural empowerment on psychological empowerment, it can be concluded that structural empowerment, as a mediating variable, has an important role in determining psychological empowerment.

The current article aims to investigate the effect of spiritual intelligence on the effective factors in the prevention of corruption. The study is a survey study which uses library and field methods. For the above purposes, 130 participants were chosen from the staff of Intelligence and Security Police of Tehran with rankings of 16, 17 and 18. In the next step, in order to measure spiritual intelligence, a 42-item questionnaire called “spiritual intelligence of Badi’ et al” was used. It has four sub-scales with a reliability of .769: “holistic thinking and the belief dimension”, “ability to resist and tackle problems”, “regarding moral considerations” and “self-consciousness and fondness”. Also, in order to receive the attitudes of senior officers and commanders about the affective and preventive factors in administrative corruption another questionnaire was used: “Effective factors in administrative corruption”. It has 31 items and a reliability coefficient of .973 with nine components and two main sections: “behavioral factors” and “structural factors”. SPSS 21 was utilized for statistical analysis. At first, the descriptive data such as demographics, mean, maximum, minimum were separately extracted for each questionnaire and its corresponding sub-scales. Then, inferential analyses were carried out to investigate the correlation between two variables of spiritual intelligence (independent variable) and preventive factors in administrative corruption (dependant variable). The results showed that “ability to resist and tackle problems” with a mean of 38.43 had the highest and “self-consciousness and fondness” with a mean of 22.4 had the least mean. Contrary to expectation, the coefficient of .168 with a significance of .358 shows the divergence of these variables in participants’ view.

In this article, the researcher investigated the strategies for identification, detection and prevention of embezzlement using the following methods and resources: a descriptive method, library resources related to current laws, interviews with a some experts including accountant agents, financial and support staff, suppliers and the graduates of MA of accounting and auditing and law experts and studying judicial cases on embezzlement by the police staff. The results show auditing ca identify, detect and offer appropriate tools and options to prevent embezzlement; therefore due to the important role auditing in financial crime prevention it is suggested that an auditing unit be established in Inspection Police of NAJA or put the current accounting center in the Planning and Budgeting Section into more effective use.

Police are required to understand and effectively operate in a complex social, political, and organizational environment. There is increased demand for accountability from and within policing; advancements in technology, emergence of new crime types, austerity measures, and a plethora of additional challenges. So how does an organization operate in such conditions? One answer lies in leadership. Leadership is one of the most important predictors of whether organizations are able to effectively function in dynamic environments and as such the need for effective police leadership is greater than ever. But what do we know about police leadership? What are the characteristics of police leaders and what activities do they undertake? In answering these questions we undertook a systematic review of the research literature pertaining to police leadership and present the findings in this article.