Like many public sector organizations, in the past decades the Dutch judiciary has come to adopt New Public Management (NPM) practices and processes. In this article, we analyze this adoption from a management and organizational control perspective. Using data from a large survey among Dutch judges, we see a “mismatch” between the nature of the NPM-inspired management control systems and the work-related experiences of the judges and inquire into the consequences thereof for judicial work and organization.
On this publication contributed
|Published in||Justice System Journal|
|Year and volume||40 1|
|Key words||New Public Management, management control, Dutch judiciary, quality, job demands, job resources|
|Digital Object Identifier||https://doi.org/10.1080/0098261X.2018.1539645|