A Model for Employee Onboarding in Law Enforcement and Non-law enforcement Organizations

New employees bring values ​​and origins outside the organization into the organization and in contrast, organizations try to familiarize them with internal values ​​and origins, so the purpose of this study is to provide a model of employee mobilization in law enforcement and non-law enforcement organizations in Iran.

The present study was conducted as a mixed method research (qualitative-quantitative). In the first part of the study, in order to design a comprehensive model of employee turnover, the method of Sandelsky and Barroso (2007) was used. In the second part of the research, using the opinions of experts and evaluating the relative coefficient and content validity index, it was possible to explain the employee motivation pattern. In order to provide a desirable combination of dimensions that can optimize the transfer of staff in the Disciplinary Command, the General Directorate of Culture and Islamic Guidance, Tax Affairs and Education of Fars Province, fuzzy expert system method was used. In the next step, in order to apply the model and evaluate the components of employee motivation in law enforcement and non-law enforcement organizations, 294 questionnaires were distributed among the employees of the four organizations and selected by stratified sampling and data were analyzed using confirmatory factor analysis.

This study, while designing a model for staffing in law enforcement and non-law enforcement organizations, to provide the desired combination of dimensions of the model in a way that can optimize the staffing of staff in law enforcement and non-law enforcement organizations. The findings also show that the research experts identified 6 dimensions, 14 components and 77 indicators for successful implementation of employee deployment in the mentioned structures.

Dimensions, components and indicators extracted from the meta-combined method (research model) were confirmed in the target community and the test results indicate that working conditions, bedding and organizational conditions and effects and results had a significant effect on employee motivation