The end of police prosecutions: Symptom of changing values in english criminal justice

This article contrasts the traditional English prosecutorial system, and its underlying values, with the new Crown Prosecution Service and the related values which have emerged from five years of official study and planning of prosecutorial reform. The traditional system reflected the English ideal of the amateur generalist. Under this system the police, acting as citizens, undertook most prosecutions, hiring legal assistance as needed. Ower the last twenty years, about three-quarters of the English police forces set up prosecuting solicitors departments. While these institutions give professional legal assistance to many police, they were purely local arrangements without statutory basis and legally similar to the traditional ad hoc arrangements. In 1986 the Crown Prosecution Service will be initiated. This is the product of a process of development which includes a Royal Commission, two governmental working parties, a white paper, a bill, and a managerial study. The result is a hierarchical structure of legal professionals independent of the police who will handle virtually all prosecutions. This prosecutorial structure exhibits the characteristics and values of modern rationalistic bureaucracy described by Max Weber. The adoption of these values in English criminal justice indicates the likelihood of change in other aspects of the system which rest on the conflicting traditional values.     

What Role for Human Rights in Business?

The Guiding Principles on Business and Human Rights (UNGPs) were endorsed by the United Nations Human Rights Council in June 2011, following the six‐year mandate of the Special Representative to the Secretary General (SRSG) on the issue of human rights and transnational corporations and other business enterprises. The SRSG developed a framework comprised of three pillars: (1) States have a duty to protect against human rights abuses committed by third parties, including business enterprises; (2) business enterprises have a responsibility to respect human rights; and (3) victims of business‐related human rights abuses need access to effective remedies. In particular, guiding principle (GP) 11 provides that business enterprises should respect human rights, that is, they should avoid infringing on the human rights of others and address adverse human rights impacts with which they are involved. This article considers the implications of the Guiding Principles' framework for business; the continuing role of conventional accountability mechanisms in providing access to remedy for victims under the third pillar of the framework; and developments in ‘hard law', with a particular focus on the approach by the UK, since the introduction of the UNGPs, before turning, briefly, to the future for business and human rights.     

Determinants of Public Administrators' Use of Performance Information: Evidence from Local Governments in Florida

Performance management has been a focus of scholars and practitioners for more than 25 years, yet the use of performance information has not greatly expanded as a result of this attention. Acknowledging that performance measurement is not an end in itself but rather a means to enhance focus on results and value, this article evaluates the determinants of the use of performance information by local government administrators. An online survey was administered to local government employees involved in the 2015–16 Florida Benchmarking Consortium. Analysis of the data demonstrates that institutionalization of performance measurement has the strongest statistically significant positive association with the use of performance information, followed by the design adequacy of the performance measurement system.     

Engage Them through Emotions: Exploring the Role of Emotional Intelligence in Public Sector Engagement

The public administration literature has demonstrated the valuable impact of employees' engagement on public service. However, studies conventionally deal with engagement as a unidimensional construct, with few explanations for its evolution. To promote knowledge in this arena, the authors propose public sector engagement (PSE) as a multidimensional construct, comprising social responsibility, work engagement, and organizational citizenship behaviors at the individual level. The authors develop and examine a set of hypotheses proposing that PSE may be augmented by enhancing civil servants' emotional intelligence (EI) as well as their supervisors' EI. Using a two‐study multimethod approach (i.e., an experiment and a survey), the authors identify employees' and managers' high EI as a critical resource in enhancing PSE. The article concludes by theoretically framing the findings using the job demands‐resources model and illuminating the practical value to public service of better selection and training of high‐EI employees and managers.     

Urbanization Patterns,Information Diffusion,and Female Voting in Rural Paraguay

We use a field experiment to evaluate the impact of two informational get‐out‐the‐vote campaigns to boost female electoral participation in rural areas of Paraguay. We find that public rallies had a small and insignificant effect either on registration or voter turnout in the 2013 presidential elections. Households that received door‐to‐door canvassing treatment were 4.6 percentage points more likely to vote. Experimental variation on the intensity of the treatment at the locality level allows us to estimate spillover effects, which are present in localities that are geographically more concentrated, which may favor social interactions and diffusion of information. Reinforcement effects on the already treated population are twice as large as diffusion effects on the untreated. Our results underscore the importance of taking into account urbanization patterns when designing informational campaigns.