Analysis of Human Resources Management in the Montenegrin Judiciary
The Montenegrin judiciary’s strategic goals can only be accomplished through better human resource management. The sector needs a strategic approach to human resources management that links it to the judicial branch’s organizational strategy, focu...
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World Bank, Washington, DC
2016
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| Online Access: | http://documents.worldbank.org/curated/en/2016/09/26793300/analysis-human-resources-management-montenegrin-judiciary http://hdl.handle.net/10986/25186 |
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okr-10986-251862021-05-25T08:51:55Z Analysis of Human Resources Management in the Montenegrin Judiciary World Bank Group human resources justice sector budget The Montenegrin judiciary’s strategic goals can only be accomplished through better human resource management. The sector needs a strategic approach to human resources management that links it to the judicial branch’s organizational strategy, focuses it on providing services to court users in an efficient manner, and recognizes that employees are a key asset of the courts. Overall, approximately seventy eight percent of the justice sector’s budget is devoted to personnel; only six European Union (EU) countries allocate a higher proportion of their justice sector budget to people. Nonetheless, some budget users and the justice sector in total spend more than their annual appropriation for human resources. Montenegro has the highest ratio of judges-to-population and an above average ratio of staff-to-judges compared with the twenty six EU Countries for which Commission for the Efficiency of Justice (CEPEJ) reported data. Setting the appropriate number and properly allocating judges, prosecutors, and staff between courts and PPOs in line with caseload will improve the efficiency of the judiciary and provide more equitable public access. The system should invest in and foster specialized and analytic roles, such as judicial and prosecutorial assistants, court managers, Information and Communication Technologies (ICT) administrators, budget analysts, and statisticians – the so called missing middle. In particular, judicial and prosecutorial assistants make an important contribution to sector performance, and they deserve special attention in HR reforms. Systems for the evaluation and discipline of judges and prosecutors have been developed; that for judges is being piloted. There is an acute need for training and capacity building across the judiciary. Overall, the judiciary needs clearer assignment of responsibility for human resources policy making, more sophisticated management, and better-defined systems for human resources than are currently in place. 2016-10-18T16:35:37Z 2016-10-18T16:35:37Z 2016 Report http://documents.worldbank.org/curated/en/2016/09/26793300/analysis-human-resources-management-montenegrin-judiciary http://hdl.handle.net/10986/25186 English en_US CC BY 3.0 IGO http://creativecommons.org/licenses/by/3.0/igo/ World Bank World Bank, Washington, DC Economic & Sector Work :: Law and Justice Study Economic & Sector Work Montenegro |
| repository_type |
Digital Repository |
| institution_category |
Foreign Institution |
| institution |
Digital Repositories |
| building |
World Bank Open Knowledge Repository |
| collection |
World Bank |
| language |
English en_US |
| topic |
human resources justice sector budget |
| spellingShingle |
human resources justice sector budget World Bank Group Analysis of Human Resources Management in the Montenegrin Judiciary |
| geographic_facet |
Montenegro |
| description |
The Montenegrin judiciary’s strategic
goals can only be accomplished through better human resource
management. The sector needs a strategic approach to human
resources management that links it to the judicial branch’s
organizational strategy, focuses it on providing services to
court users in an efficient manner, and recognizes that
employees are a key asset of the courts. Overall,
approximately seventy eight percent of the justice sector’s
budget is devoted to personnel; only six European Union (EU)
countries allocate a higher proportion of their justice
sector budget to people. Nonetheless, some budget users and
the justice sector in total spend more than their annual
appropriation for human resources. Montenegro has the
highest ratio of judges-to-population and an above average
ratio of staff-to-judges compared with the twenty six EU
Countries for which Commission for the Efficiency of Justice
(CEPEJ) reported data. Setting the appropriate number and
properly allocating judges, prosecutors, and staff between
courts and PPOs in line with caseload will improve the
efficiency of the judiciary and provide more equitable
public access. The system should invest in and foster
specialized and analytic roles, such as judicial and
prosecutorial assistants, court managers, Information and
Communication Technologies (ICT) administrators, budget
analysts, and statisticians – the so called missing middle.
In particular, judicial and prosecutorial assistants make an
important contribution to sector performance, and they
deserve special attention in HR reforms. Systems for the
evaluation and discipline of judges and prosecutors have
been developed; that for judges is being piloted. There is
an acute need for training and capacity building across the
judiciary. Overall, the judiciary needs clearer assignment
of responsibility for human resources policy making, more
sophisticated management, and better-defined systems for
human resources than are currently in place. |
| format |
Report |
| author |
World Bank Group |
| author_facet |
World Bank Group |
| author_sort |
World Bank Group |
| title |
Analysis of Human Resources Management in the Montenegrin Judiciary |
| title_short |
Analysis of Human Resources Management in the Montenegrin Judiciary |
| title_full |
Analysis of Human Resources Management in the Montenegrin Judiciary |
| title_fullStr |
Analysis of Human Resources Management in the Montenegrin Judiciary |
| title_full_unstemmed |
Analysis of Human Resources Management in the Montenegrin Judiciary |
| title_sort |
analysis of human resources management in the montenegrin judiciary |
| publisher |
World Bank, Washington, DC |
| publishDate |
2016 |
| url |
http://documents.worldbank.org/curated/en/2016/09/26793300/analysis-human-resources-management-montenegrin-judiciary http://hdl.handle.net/10986/25186 |
| _version_ |
1764458451315982336 |