In the debates about court management and court administration, the recurring question is how the interaction between organizational functioning and judges may evolve, both from a judicial impartiality and independence value perspective and a (democratic) accountability perspective. Effectiveness and efficiency are implied here. Also in those respects, performance measurement and management for courts and judges is complicated by the paradox described above. Therefore, a principled question is: is it possible to conduct performance management in a judiciary without putting too much pressure on judges so that content and outcomes of judicial decision making are being influenced? And if so, how?
|Title of host publication||Handle with care|
|Subtitle of host publication||Deliverable 3.1: Report- Performance management of courts and judges: Organisational and professional learning vs political accountability|
|Number of pages||29|
|Publication status||Published - 2017|
Langbroek, P., Dijkstra, R., Bozorg Zadeh, K., & Turk, Z. (2017). Performance management of courts and judges: Organizational and professional learning versus political accountabilities. In Handle with care: Deliverable 3.1: Report- Performance management of courts and judges: Organisational and professional learning vs political accountability (pp. 297-325) https://www.lut.fi/documents/27578/465522/Deliverable+3.1+Report+-+Performance+management+of+courts+and+judges-+organisational+and+professional+learning+vs+political+accountability.pdf/0426fabb-ddce-4035-801e-775ba41ff002