Performance management by culture in the National Labor Relations Board's Division of Judges and the German Labor Courts of Appeal

• 成果类型: Article
• 署名作者: Schneider, M
• 刊物名称: JOURNAL OF PUBLIC ADMINISTRATION RESEARCH AND THEORY
• ISSN/ISSBN: 1053-1858
• DOI: 10.1093/jopart/muh002
• 发表日期: 2004
• 页码: 19-32
• 关键词: DECISION-MAKING; determinants; ECONOMICS

摘要

Professional judges receive a fixed salary and are largely exempt from effective sanctions. How can management induce judges to perform well in their professional roles? Judges share work-related norms and values, derive status from their standing within the professional community, and are susceptible to peer review. Therefore, performance management may be perceived as maintaining and directing organizational culture, as is illustrated empirically in a case study covering the Division of Judges of the U.S. National Labor Relations Board and 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 quantitative benchmarking appeals to judges' norms and values. The model of performance management by culture can explain all of these practices, whereas traditional models-relying solely on professional ethics or exerting tight bureaucratic control-fail to do so.