مجله نظارت و بازرسی
پیاپی 18 (زمستان 1390)

This paper is extracted from a research named Merit Balance of Managers and commanders in a military organization. The main purpose of this paper is defining the Merit Balance of Managers and commanders. Statistical sample of this research are all the managers working in the position of colonel (16) and General (18). Methodology is survey kind of descriptive research using questionnaire which was classified into three groups of top, middle and operating managers and was conducted by means of simple classifying sampling. In order to analyze the findings of the research, standard deviation descriptive statistics were used. The result of the research reveals that the merits of the managers and commanders in military organizations are affected by three categories of factors, performance, and school and personality competencies. As a general conclusion, weight and share of each of the dimensions of the Merit Balance of Managers and commanders, relatively got these marks: performance dimension got 59 percent, personality dimension got 21 percent and school dimension got 20 percent of the whole 100 marks. Performance dimension shows the highest share of mark and school dimension shows lowest share of mark.

This research has been conducted in the field of operation with the goal of managerial performance appraisal of managers and commanders of NAJA in the frame of 360 degree appraisal (multi sources) and tool appraisal. Therefore, at first fourteen police agencies and vice presidency have been selected, then fourteen managers or commanders or vice presidents have been selected from each province by opinion of top inspection department and then for each manager or commander, one superior manager, two peers and two subordinates were selected to evaluate these managers and commanders. Thus each manager or commander has been appraised by six persons (himself, superior position of him, two peers, and two subordinates). In order to make samples from provinces of country, first of all the country was divided geographically into five districts, north, south, east, west and center; and from each district some provinces have been selected randomly, so 22 provinces have been selected as research samples. The size of sample in this stage of research was 1848 persons so the performance of 308 managers or commanders has been assessed. In order to evaluate the managerial performance of NAJA managers and commanders and to gather the essential data, the measures developed in meritocracy project in NAJA and the validated tools in Younesi (1390) research have been used. The results from assessment of managers and commanders and drawing the related schematic show that in one hand the managers perception of their managerial competencies are not correct so to rectify this perception bias and to change it into a correct and real perception the managers should be provided with regular and continuous feedbacks. On the other hand the managers are likely to evaluate their merits, better than other sources of evaluation (superior position of him, peer, and subordinate).

The purpose of this research is the study of psychological empowerment among Masters and managers of army staff in NAJA, thus a compiled psychological empowerment questionnaire based on empowerment cognition pattern of Conger and Connengo (1998) has been sent to the local military and police organizations and then was completed by 263 of top managers, heads of subordinate departments, assistants and specialized police who were working in army staff. Using statistical means and exploratory and confirmatory analysis, recognition and theoretical confirmation of the constructing factors of psychological empowerment were executed. The results of exploratory analysis suggests five factors of significance, competence, self determination, effectiveness and reliability and the results of confirmatory factor analysis suggests an appropriate first and second degree regression with theoretical principals. The highest means also belongs to the factors of competence and significance.

In this study, using coating data analysis, the efficiency of provincial inspection departments was evaluated and efficient and non efficient departments were recognized. The selected departments to be evaluated are: special inspection, inspection operation, handling complaints, crimes and accidents, preservation and prevention, assessment and public control center. Therefore, at first the duty descriptions of six departments were studied and then semi structured interviews were conducted with their managers and specialists within top inspection department in order to identify appropriate inputs and outputs to use in the pattern. After investigation it was revealed that most of the inputs in selected organizational departments are common but the outputs are unique. The final stage of the research were gathering and analysis of data in where the efficient and non efficient departments were distinguished and finally using synthetic pattern of DEA-TOPSIS the efficient and non efficient departments were ranked. The results of this research can be used in design and development of performance appraisal systems and can provide managers and planners considerable help in future decision makings in the fields of resource allocating and policy making in order to increase the efficiency of the departments.

The purpose of this paper is investigating the effects of organizational culture and structure on corruption. The research methodology is explanatory which has been done by library and documentary research methods. Taking into consideration the mutual effects of Hofstede’s four cultural dimensions (including Individualism, Power Distance, Uncertainty Avoidance and Masculinity) along with four dimensions of organizational structure (including specialization, standardization, formalization and centralization), the attempt was made in this paper to emphasize on this assumption that the organizational culture and structure with their own specified dimensions and interactions, can prevent from corruption and its prevalence in the society.

The purpose of this research is the study and identifying the solutions in order to prevent the use of violence against police agents during doing their duties. To study the subject, by means of functional research and using descriptive survey method, among employees of NAJA and Tehran citizens and using Cochran formula, the statistical sample has been selected from 305 persons and the questionnaire was distributed among them. Then the results were tested with a valid measure. The data have been analyzed using descriptive and deductive statistic. In this study over 60 solutions of preventing violence have been extracted from credible and scientific studies and papers and with consideration of some professors from Tehran University and some experts and commanders of NAJA, 31 of them have been selected and after designing the questionnaire and distributing it among 150 persons of different types of road police and prevention police, who may be the major victims of violence in the authors opinion. Also 155 persons of different kinds of Tehran citizens were second group of respondents. The results revealed that the best way to prevent using violence against NAJA agents during their duties from both groups point of view are social oriented preventing solutions and this shows that from their point of view, social prevention is more effective than other solutions (Situational Prevention).

The purpose of this paper is to demonstrate the need for and propose a more aligned and integrated standard for performance evaluation to enhance effective strategic control. The paper reviews the various issues leading to dissatisfaction with the performance appraisal systems within many organizations and demonstrates how these problems inhibit successful strategic control. It attempts to cogently incorporate the performance appraisal characteristics needed for the exercise to function as a critical organizational control metric and a useful feedback mechanism for strategic management of the firm. The paper finds that, whereas performance evaluation has received reasonably robust examination in the human resources literature, explicit guidance toward its integration into strategic control is inadequate. Without consistent alignment between these functions, however, performance appraisal becomes an exercise in futility instead of a vital control measurement, often resulting in not only personnel dissatisfaction, but also, more importantly, an impediment to systematic strategy implementation. It aims to stimulate a broader understanding and discussion of the crucial link between performance evaluation and strategic control. Although it is impossible to theoretically separate the human resource function of performance appraisal from broader strategic management processes, such an approach is not realistic for organizational leaders charged with strategy execution. These leaders would benefit from a framework for ensuring this important HR function also meets the requirements for operative strategic control. While many in the literature have focused on how to conduct legal and efficient performance evaluations, guidance on crafting such appraisals as control metrics is insufficient. The paper endeavors to provide this direction.