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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| Format: | Report |
| Language: | English en_US |
| Published: |
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 |
| Summary: | 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. |
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