Management of public organisations radically changed over the last decades and several reform initiatives implied the introduction of performance management as a tool to improve service to citizens and resource usage. The justice system was no exception. By virtue of its remarkable influence on social welfare and the economic system, it has indeed the duty to reduce its inefficiencies and satisfactorily answer citizen’s demand of justice. At the beginning of the 21th century, the Italian legal system started a profound renewal of its organisational and management methods, spurred by a severe reduction in available resources and by the requests of international organisations and national firms to speed up civil proceedings. Parallelly, the new paradigm of “justice as a service” was developed, enhancing the need to monitor and constantly evaluate the results of judicial activity. However, due to the inherent characteristics of the sector, the introduction of performance management in this context was late and led to diverse outcomes. Here is where this dissertation comes in. Starting with a thorough literature review aimed at fully understanding the peculiarities of performance management systems in the legal context, the work seeks to identify possible determinants of PMS success, mainly defined as the active usage by users. Four factors resulted the most significant ones: commitment & involvement, structure quality, continuous improvement processes, and culture. Then, to validate them, a qualitative analysis was performed by the authors studying management programs ex art. 37 in the civil sector, implemented by the High Council of the Magistracy to carry out performance management in Italian judicial offices. Fifteen interviews to courts’ presidents were conducted to figure out what the current status of the identified factors was and whether they were actually relevant for success. The results of this analysis mostly confirmed the relevance of the detected factors for effective performance management systems. Finally, in the light of the research results, possible improvements to programs ex art. 37 are suggested.
La gestione delle organizzazioni pubbliche è cambiata radicalmente negli ultimi decenni e diverse iniziative di riforma hanno comportato l'introduzione del performance management come strumento per migliorare il servizio ai cittadini e l'utilizzo delle risorse. Il sistema giudiziario non ha fatto eccezione. In virtù della sua notevole influenza sul benessere sociale e sul sistema economico, ha infatti il dovere di ridurre le sue inefficienze e di rispondere in modo soddisfacente alla domanda di giustizia dei cittadini. All'inizio del XXI secolo il sistema giudiziario italiano ha iniziato un profondo rinnovamento delle sue modalità organizzative e gestionali, spinto da una forte riduzione delle risorse disponibili e dalle richieste delle organizzazioni internazionali e delle imprese di velocizzare i procedimenti civili. Parallelamente si è sviluppato il nuovo paradigma della "giustizia come servizio" che ha rafforzato la necessità di monitorare e valutare costantemente i risultati dell'attività giudiziaria. Tuttavia, a causa delle caratteristiche intrinseche del settore, l'introduzione del performance management in questo contesto è stata tardiva e ha portato a risultati diversificati. Ecco dove entra in gioco questa tesi. Iniziando con un'approfondita revisione della letteratura volta a comprendere appieno le peculiarità dei sistemi di performance management nel contesto giuridico, il lavoro cerca di individuare i possibili determinanti del loro successo, definito principalmente come l'utilizzo attivo da parte degli utenti. Quattro fattori sono risultati i più significativi: commitment & involvement, structure quality, continuous improvement processes e culture. Successivamente, per validarli è stata effettuata un'analisi qualitativa da parte degli autori studiando i programmi di gestione ex art. 37 nel settore civile, implementati dal CSM come strumento di performance management negli uffici giudiziari italiani. Sono state condotte quindici interviste con altrettanti presidenti di tribunale per capire quale fosse lo stato attuale dei fattori individuati e se fossero effettivamente rilevanti per il successo. I risultati di questa analisi hanno in gran parte confermato la rilevanza di questi fattori per l'efficacia dei sistemi di PM. Infine, alla luce dei risultati della ricerca, sono stati suggeriti possibili miglioramenti dei programmi ex art. 37.
Success factors for performance management in the Italian judicial system
Gallo, Federico;DI FUCCIA, GIACOMO
2019/2020
Abstract
Management of public organisations radically changed over the last decades and several reform initiatives implied the introduction of performance management as a tool to improve service to citizens and resource usage. The justice system was no exception. By virtue of its remarkable influence on social welfare and the economic system, it has indeed the duty to reduce its inefficiencies and satisfactorily answer citizen’s demand of justice. At the beginning of the 21th century, the Italian legal system started a profound renewal of its organisational and management methods, spurred by a severe reduction in available resources and by the requests of international organisations and national firms to speed up civil proceedings. Parallelly, the new paradigm of “justice as a service” was developed, enhancing the need to monitor and constantly evaluate the results of judicial activity. However, due to the inherent characteristics of the sector, the introduction of performance management in this context was late and led to diverse outcomes. Here is where this dissertation comes in. Starting with a thorough literature review aimed at fully understanding the peculiarities of performance management systems in the legal context, the work seeks to identify possible determinants of PMS success, mainly defined as the active usage by users. Four factors resulted the most significant ones: commitment & involvement, structure quality, continuous improvement processes, and culture. Then, to validate them, a qualitative analysis was performed by the authors studying management programs ex art. 37 in the civil sector, implemented by the High Council of the Magistracy to carry out performance management in Italian judicial offices. Fifteen interviews to courts’ presidents were conducted to figure out what the current status of the identified factors was and whether they were actually relevant for success. The results of this analysis mostly confirmed the relevance of the detected factors for effective performance management systems. Finally, in the light of the research results, possible improvements to programs ex art. 37 are suggested.| File | Dimensione | Formato | |
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https://hdl.handle.net/10589/170988