مجله نظارت و بازرسی
پیاپی 19 (بهار 1391)

This study aims to propose a native, competency-based model of management appropriate to the real situation and the Iranian-Islamic conditions of NAJA through recognition of the managers and commanders' merits from Imam Khomeini and the Supreme Leader standpoints. The combined methodology of quality-quantity was applied to propose the native model of the managers and commanders merits. At the stage of proposing the model, the collection of Imam speeches and correspondence recorded in his Scriptures and the collection of the Supreme Leader's speeches and guidelines recorded in a software named as 'The Guardianship Narration' was used. The corpus-based theorizing approach at the stage of primary proposal of the model and a focal group of NAJA's managerial experts at the stage of review were used. The model was tested through survey approach and via receiving managers and commanders opinions by questionnaire; the final model was, then, proposed. It was proposed in terms of 713 codes, 84 concepts and 4 key categories, some of them consisting of sub-categories. These categories are comprised of 'individual merits' with 28 concepts, 'inter-personal merits' with 6 concepts, 'organizational merits' with 41 concepts and 'insight merits' with 9 concepts. The model of merits of NAJA's managers and commanders was finally proposed.

The study aims to investigate the relationship between five-facet factors of intelligence and four-facet factors of creativity and occupation performance. An introductory group of the NAJA's commanders, therefore, was selected; utilizing three valid measurement scales; three features of intelligence, creativity and occupation performance were measured. The findings were analyzed by some statistical tests and PC software of spss. The results demonstrated that both intelligence and creativity factors have meaningful correlation with occupation performance. However, the correlation coefficient of some factors with the occupation performance was higher than those of others. The findings also showed that four factors among various factors were more involved in prediction of the intelligence of the Police managers. Taking different factors and mechanisms into considerations is of paramount importance in increasing the intelligence balance of NAJA's managers

This study aims to investigate the efficacy of the verdicts passed by NAJA's commissions 121 on deterrence of offender employees and deterring other employees from committing offences; appropriate guidelines are then proposed to enhance this efficacy. This is a research approach study which makes use of documentary and survey methods, analysis of files and researcher-made questionnaire to explore the efficacy of the verdicts passed by commissions 121 among NAJA forces. Making use of cluster sampling, 979 major officers, minor officers, non-commissioned officers and employees from Tehran, Western Azerbayejan, Mazandaran, Hormozgan and Khorasan Razavi provinces were analyzed in order to achieve this goal. Based on the findings, the ratio of repetitive files to all files was %12.96. The average of the efficacy of the commissions 121 was 53.25 and the index of reduction of offences and crimes being 53.29 had medial effect; that is all participants claimed that the degree of the efficacy of the verdicts passed by commissions 121 on reduction of offences and crimes was close to medial level.

Given that most provided models regarding gaining knowledge are in the realm of expert systems and there is no model available in the realm of the strategy of gaining knowledge in the realm of knowledge management; studies should be done in both strategic and operational realms in order to assign a strategy for gaining knowledge for the organization. This article, therefore, provides a methodology regarding the strategy of gaining knowledge by analyzing different strategic models of knowledge management and methodology of gaining knowledge. Two models of gaining knowledge strategy described in Mr. Gazni's article and Milton's methodology of gaining knowledge management have been used in this regard. What was finally attained by this study is recognition of knowledge domains in the realm of safety, health and environment management and providing operational program of gaining strategy in the realm of HSE in order to achieve macro goals appointed in the Law Enforcement Forces of I.R. of Iran.

This study aims to recognize the role of dealing with public complaints and reports on promotion of NAJA's employees' administrative health. The methodology is of descriptive and survey kind and data collected by questionnaires and interviews. The statistical population was 500 employees of Police Stations and experts of the departments of complaints of inspection centers in all provinces, independent departments and Special Forces of NAJA. 100 people out of them were selected through classified sampling methodology. Relying on theoretical principles, an 18-question-questionnaire related to the hypothesis of the study was designed; findings were finally analyzed statistically. The results showed that dealing with public complaints and reports has positive effects on NAJA's employees' administrative health. Purification of the work environment, promotion of the performance of the NAJA's employees and reduction of bribery have priority over other things in promotion indices of administrative health.

Purpose – This paper aims to focus on one of the most frequently cited problems with respect to the performance management process: the prevalence of performance appraisal distortion.
Design/methodology/approach – Through semi-structured interviews with managers, this paper attempts to answer the following question: Which factors influence managers’ motivation to distort the performance evaluation ratings of their subordinates? Findings – This paper offers three main contributions or implications. First, from a methodological point of view, using a qualitative research design to investigate the appraisal of subordinates’ performance is useful because it allows us to reduce the gap between research and practice. Second, this study shows that researchers must embrace or integrate various theoretical perspectives (rational, affective, political, strategic, cultural, justice, and symbolic), given that managers’ motivation to evaluate subordinate performance cannot be analyzed outside of the social context. Third, from a practical point of view, managers’ motivation to evaluate subordinate performance is less about the technique used and more about leadership support, execution, and overall performance culture. Originality/value – To date, prior research has focused on improving performance appraisal accuracy through experimental research design by emphasizing rating criteria, rater errors, rater training, and the various rating methods. Despite extensive research, very little progress has been made toward improving rater accuracy.