Bitte verwenden Sie diesen Link, um diese Publikation zu zitieren, oder auf sie als Internetquelle zu verweisen: https://hdl.handle.net/10419/51410 
Autor:innen: 
Erscheinungsjahr: 
2002
Schriftenreihe/Nr.: 
IAAEG Discussion Paper Series No. 2002/05
Verlag: 
University of Trier, Institute for Labour Law and Industrial Relations in the European Union (IAAEU), Trier
Zusammenfassung: 
Professional judges receive a fixed salary and are largely exempt from disciplinary sanctions. How can performance still be secured? Judges share a culture consisting of work-related norms and values, derive status from their standing within the professional community, and are susceptible to peer review. Hence, performance can be managed by maintaining and directing culture. This is illustrated in a case study on the administrative law judges at the U.S. National Labor Relations Board and the judges at the German labor courts of appeal. In both judiciaries, administrative tasks such as personnel selection are delegated to peers, candidates with known norms and values are recruited, and a quantitative benchmarking appeals to judges' norms and values. In sum, performance management relies in each case on professional culture although the two communities of judges belong to differing national cultures and are governed by differing administrative rules.
Schlagwörter: 
performance management
organizational culture
labor judiciaries
JEL: 
J45
M12
K49
Dokumentart: 
Working Paper

Datei(en):
Datei
Größe
186.92 kB





Publikationen in EconStor sind urheberrechtlich geschützt.