عنوان مقاله [English]
The purpose of this research is to identify the components of total reward in the Police Force of IRI (NAJA). This research is qualitative in terms of the nature of data; and In terms of the purpose; it is practical, and in terms of data collection method, it is descriptive-exploratory. The statistical population includes all senior and middle managers of the police force in Qazvin province (60 persons), who used their views to identify the components of the total reward. The statistical sample consisted of 12 managers of police forces of Qazvin province who were selected by snowball method. In this research, the data collection was done by studing theoretical foundations and research background and profound semi-structured and in-depth interviewing with the managers of police forces. The data analysis method is theme analysis using MAXQDA software. The findings of this study have been developed in the form of total reward model in police force which has 64 contents, 5 subthemes (payments, financial benefits, job bonuses, external motivation and internal motivation), and 2 main themes (Total remuneration and non-financial compensation). The overall results of the research indicate the importance of both concepts of financial and non-financial rewards in the compensation system of employees in the police force, which are emphasized in human-economic models of compensation including total reward model. Therefore, given the economic conditions and the lack of funds and credits in the award of financial rewards, it is necessary for police enforcement to pay more attention to non-financial rewards in order to motivate staff in the organization.
In the new era, organizations have found that human resources are the most important asset and capital, because without the presence and effectiveness of human resources, the most financial and advanced technology, alone for the benefit organization It does not create competition and it will not be able to advance the organization towards the desired prospect. To this end, organizations need to design compensation or reward system for attracting, retaining and maintaining efficient human resources. Employee compensation seeks to improve employee performance by rewarding those who have made a contribution to the organization's performance. the design and implementation of compensation systems not only can affect employee motivation, but also can be harnessed to improve safety, quality, creativity, innovation and a myriad other outcomes critical in a successful. In the meantime, the essential feature of the service compensation system, which takes precedence over the payroll system, is to pay non-financial compensation to employees' efforts along with its financial needs. Today, this theory is important in psychology, that among the many and varied human needs, only a few can be met directly with money. In recent years, organizations have shifted their attention to total reward packages as a means of motivating employees and raising engagement levels. Total reward is the term adopted to describe a reward policy that brings additional components such as learning and development, together with aspects of the working environment, into the benefits package.
NAJA, as one of the dynamic and active organizations that is a key factor in the security of the community, by taking on the heavy duties and responsibilities that the law places on it- more than any other organization and institution- needs People who are satisfied with their job and have a decent quality of life. Hence, the need for a compensation system which, in addition to financial incentives, also takes into account the non-financial incentives, is felt more and more. In other words, the importance of the work of the specialist manpower and their impact on the performance of the organization is the most important reason for paying compensation for the services in the police, because the security sector, which is responsible for the maintenance of law and order and hence the maintenance of peace in the community, must consider factors affecting the motivation and, consequently, the improvement of the performance of its forces, because if the police perform their duties poorly, the damage to police confidentiality and democratic principles can be irreparable.
According to the above, in this paper, by choosing the total reward model, we are going to answer the following question: What are the components of compensation system in accordance with the total reward model in the police force?
This research has been carried out in the police force of Qazvin province. The statistical population includes all senior and middle managers of the police force in Qazvin province (60 persons), who used their views to identify the components of the total reward. The statistical sample consisted of 12 managers of police forces of Qazvin province who were selected by snowball method.
Materials and Methods
The present study is a descriptive study. The research also in terms of the nature of the data; is qualitative, and in terms of purpose; is applied science. In this research, the data collection was done by studing theoretical foundations and research background and profound semi-structured and in-depth interviewing with the managers of police forces.
Discussion and Results
The findings of this study have been developed in the form of total reward model in police force which has which has 64 contents, 5 subthemes (payments, financial benefits, job bonuses, external motivation and internal motivation), and 2 main themes (Total remuneration and non-financial compensation).The results of the research indicate the importance of both financial and non-financial rewards in the compensation system of police force. Therefore, given the economic conditions and the lack of funds and credits in the award of financial rewards, it is necessary for police enforcement to pay more attention to non-financial rewards in order to motivate staff in the organization.
1-Abaspour, A. (2012). Advanced human resources management (approaches, processes and functions). Tehran: Samt. (In Persian)
2-AboyiArdakan, M., Labafi, S., Azarpour, S., Jalalpour, M. (2014). Identifying Critical Factors of Strategic Thinking Success in the Viewpoints of Isfahan Cultural Organizations Managers. Journal of Executive Management, 11(6), 13-34. (In Persian)
3-Alam, K., Ali, A., Haider, I., Ali, M. (2015).The Impact of Non-Financial Tools on Policing: Khyber Pakhtunkhwa Perspective. Abasyn Journal of Social Sciences, 8(1), 108-118.
4-Alvani, M., Yamchi, H., Nikmaram, S., Zahrani, M. (2011). Explaining the Effective Pattern of Encouraging Public Sector Employees with Total Reward Approach, Improvement and transformation Management Studies, 21(64), 1-17.(In Persian)
5-Anderson, k. (2009). Employee Benefits and Rewards. Cheshire Constabulary Force Policy.
6-Anku-Tsede, O., Kutin, E. (2013). Total Reward Concept: A Key Motivational Tool for Corporate Ghana. Business and Economic Research, 3(2), 173-182.
7-Armstrong, M. (2006). A Handbook of Employee Reward Management and Practice. Kogan Page Publishers.
9-Armstrong, M., Murlis, H. (2009). Reward Management: A Handbook of Remuneration Strategy and Practice. London: Kogan Page.
11-Armstrong, M. (2015). Compensation Management. Seyed reza SeyedJavadeyn, Behroz Poourvali, Elham JamaliPouya. (Translators). Tehran: ketabe mehraban. (In Persian)
12-Asadi, H., AlipourAndka, S. (2015). The Impact of Reward on Employee Motivation (Case Study: Employees of Behbahan Education Department), International Conference on Humanities, Psychology and Social Sciences, Tehran. (In Persian)
15-Fisher, D., Schoenfeldt, F., Shaw, B. (2006). Human Resource Management. Boston: Houghton Mifflin Co.
16-Gupta, N., Shaw, D. (2014). Employee compensation: The Neglected Area of HRM Research. Human Resource Management Review, 24, 1-4.
18-HekmatShoar, H., Arabzadeh, Q. (2011). Designing and mechanizing the reward system at the Port and Maritime Administration of the Port of Imam Khomeini, Didgah, 28-42. (In Persian)
19-Hodor, E.(2015). The Implementation of Total Rewards. ISBN: 978-606-8624-21-1.
20-Hoole, C., & Hotz, G. (2016). The Impact of a Total Reward System of Work Engagement. SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 42(1), a1317.
21-Javadi, M., Zarea, K. (2017). Understanding Thematic Analysis and its Pitfall. Journal of Client Care, 1(1), 34-40.
22-Kapp, L., Torreon, B.(2018). Military Pay: Key Questions and Answers, Congressional Research Service. www.crs.gov.
23-KeshvarianAzad, R., hadipeykani, M. (2016). Investigating the Relationship between the Quality of Work Life and Performance of Fars Police Officers, Military Science and Technology, 12 (38),97-116.(In Persian)
24-Maguire, M., Delahunt, B. (2017). Doing a thematic analysis: A practical, step-by-step guide for learning and teaching scholars. AISHE-J: The All Ireland Journal of Teaching and Learning in Higher Education, 3(9), 3351-3365.
25-Mikander, C. (2010). The impact of a Reward Sytem on Employee Motivation in Motonet-Espoo, Degree Thesis, International Business.
26-Mohebifar, R., Bakhshian, M., Rafiei, S. (2016). Correlation between Organizational Reward and Motivation with Performance of Medical Staff in Qazvin University of Medical Sciences Hospitals. Health Promotion Management, 6 (1), 8-14. (In Persian).
27-Mondy, R. Wayne Dean, Noe, M. (2002). Human Resource Management, 9th Edition. Pearson.
28-Mwengu, I. (2015). The Impact of Rewards on Police Officers Performance: The Case of Kondoa District, http://hdl.handle.net/11192/1765.
29-Orszag, P. (2007). Evaluating Military Compensation. A CBO Study. The Congress of the United States, Congressional Budget Office.
30-Padayachee, K. (2017). A total rewards framework for the attraction and retention of the youth. http://hdl.handle.net/10500/23628.
31-Roqani, A., Abrazi, M., Soltani, I. (2012). Identify key performance measures for rewarding individuals. Management & Development Process, 81, 3-24. (In Persian)
32-SeyedJavadeyn, R., Rahnavard, F., Poourvali, B. (2012). Personnel commitment and its relationship with total compensation in the context of outsourcing. Naja Human Resources, 7 (30), 29-65. (In Persian).
33-SeyedJavadeyn, R., Poourvali, B., Ziayi, M., Gholami, M. (2013). Impact of Total Compensation on Personnel Commitment with a Psychological Contract. Human Resource Studies, 3 (10), 1-20. (In Persian)
34-Shaemi, A., Safari, A., Soleymanian, S. (2015). Determining the Impact of Satisfaction with Financial and Non-Financial Compensation on Employees' Emotional-Mental Involvement with the Mediating Role of Perceived Organizational Justice. Management Studies, 24 (78), 13-17. (In Persian)
35-Susan, M., Gakure, W., Kiraithe, K., Waititu, G. (2012). Influence of Motivation on Performance in the Public Security Sector with a Focus to the Police Force in Nairobi, Kenya. International Journal of Business and Social Science, 3(23), 195-204.
36-Tari, M., Moradi, M., Ebrahimpour, M. (2015). Investigating Factors Affecting the Growth and Success of Knowledge Base Companies, Quarterly Journal of Technology Growth, 12 (45), 36-44. (In Persian)
37-Wallace, A., Colarusso, J., Hall, O. (2015). Paid To Perform: Aligning Total Military Compensation With Talent Management, Volume 8. The United States Army War College Press.