Corporate governance in Germany: The changing role of the banks

The article analyses the different channels ‐ industrial stakes, supervisory board mandates, proxy voting ‐ by which German banks can exert influence on industrial companies. The central thesis is that even where the banks have such influence they do not dominate the companies. A recent empirical study on the effects of the alleged bank dominance over industrial companies with detrimental effects on their performance is shown to contain major methodological mistakes. The relationship between banks and industry is undergoing some distinct changes. Banks have substantially reduced their industrial stakes as well as their representation on supervisory boards, which underlines that they are not striving for industrial leadership. Despite a clear trend in the German corporate sector to pay increasing attention to shareholder value and to provide more transparency in accounting, it seems premature to expect the German capital market, including the corporate governance system, to incorporate fully the Anglo‐Saxon model in the immediate future.     

Jealousy,intimate abusiveness,and intrusiveness

An examination of self-report scales of 160 men and 76 of their partners or former partners found significant correlations between jealousy and abusiveness (for coupled dyads) or intrusiveness (for separated dyads). Jealousy was related to borderline personality and to MCMI-II measures of Post Traumatic Stress Disorder. Rejection sensitivity leading to pathological acts, such as abusiveness and intrusiveness, is seen as originating in early insecure attachment and exposure to shaming experiences.     

Competency management and civil service professionalism in Dutch central government

Competency management has only recently been introduced into personnel management in Dutch central government. The decentralized nature of Dutch central government and its personnel management systems generates marked variation in the degree to which competency management is being applied across the Dutch civil service. The success or otherwise of competency management schemes in both government departments and the higher civil service in The Netherlands, the Senior Public Service, show mixed results. Although all departments have taken steps in the direction of competency management, a few well-developed programmes are in use. The competency management system of the Senior Public Service, then, serves as a basic tool for its management development programmes. Its aim is to enhance civil service professionalism among senior civil servants. The practical effects of competency management programmes, however, can be questioned. Because competency management links personnel development to pay and career decisions, it could well elicit strategic behaviour by staff members; at worst, it could run the risk of becoming a self-defeating initiative.