浅论行政自由裁量权

行政自由裁量权是法律赋予行政机关的一项至关重要的权力。适度的自由裁量可以弥补法律规定的不足,体现法的灵活性。依法正确行使自由裁量权有利于提高执法效率。自由裁量权的行使要从立法、司法监督、执法等环节进行控制,保护相对人的合法权益。     

法官的困惑:在判决与执行之间--对一起案件的判决与执行的法社会学思考

一起案件,对不同的当事人送达不同的判决书,不仅仅是法律上的玩笑,它透视着传统法观念的影响.判决要合法是法治的根本要求,同时判决又要合理,以符合民众的法意识,情理法忽视程序法的价值,司法泛行政化,导致法设而不用,司法官自由裁量权过大.判决与执行之间必须有合理衔接才能达到司法的实效.执行要有可能性,又要有妥当性.传统社会的社会组织以及行政权的泛化对于执行有效性而言是值得思考、借鉴的.行政对司法不应干预,但应加以配合.因加强社会组织的作用,使司法不至于在传统现念与现代法律之间无法应对.     

论我国死刑案件的刑事和解——以中美死刑比较为视角

美国死刑案件刑事和解的诸多成功实践可资借鉴。在我国,刑事和解可以成为裁量死刑和死刑缓期执行的重要参考因素。应当适当延长死刑案件的诉讼期间,以利于被害人与加害人的和解。应当允许死缓执行过程中的刑事和解。     

中国PPP政策工具选择及其选择模式研究——基于中央政策的文本分析

为深入了解我国PPP政策工具选择现状,基于政策工具视角,采用文本内容分析方法,以中央政府层面(2013-2017年)颁布的PPP政策文本为分析对象,从政策工具、政策目标、项目生命周期三个维度构建了PPP政策三维分析框架。研究发现:PPP政策工具选择偏好明显,在基本政策工具维度上偏重环境型政策工具,政策目标维度偏重PPP模式推广和合作环境营造,项目生命周期维度偏重项目采购与执行;PPP政策工具选择模式明显,具体表现为两种模式四条路径。     

从马易君案谈行政诉讼的"执行难"

行政诉讼中的执行难主要集中在被告行政机关败诉的行政案件中.马易君案是一个典型案例.由司法体制的弊端、执行措施的不力、司法的不公正而导致的执行难,已经严重影响了司法的权威.修改和完善行政诉讼法并最终建立行政法院是解决执行难问题的关键.     

向共进国际法迈步

国际法在主体、形成、内容以及执行等方面在每一特定时代都展现出一些特定的时代精神:在冷战的顶峰时期,国际法的主题是共处;在缓和时期,是合作;而在后冷战时期的今天,则是共进。"共进"(co-progressiveness)国际法包罗万象,因而是"共同的"(co);在促进道德或伦理进步方面比在其它方面更为专注,而且以人类繁荣为其终极目标,因而是"进步的"(progressiveness)。     

治安管理处罚中的几个法律问题的探析

新《治安管理处罚法》实施以来,为社会治安综合治理提供了强有力的法律依据,但同时也出现了一些较为突出的问题。因此,为促进公安机关依法行政和提高执法水平,有必要从实体定性、程序应用、执法操作等方面进行分析探讨。     

Reflective and decisive supervision: The role of participative leadership and team climate in joint decision-making

Supervisory bodies can intervene in organizational practices that may harm society, but their effectiveness to do so depends on their ability to make decisions reflectively and decisively. Are these tendencies incompatible with each other or can they go together? Can empowering leadership (i.e. participative, coaching, informing behaviors) stimulate reflectiveness and decisiveness? A 10-item Joint Decision-Making Questionnaire was developed and tested among supervisory officers (N = 87) and supervisory board members (N = 158). Reflectiveness and decisiveness were positively correlated, indicating that these tendencies can be reconciled in joint decision-making (Study 1). An examination of 44 supervisory teams further revealed that participative leadership relates to more reflectiveness and decisiveness, via cooperative trust and goal commitment (Study 2). Moreover, teams that experienced this team climate prior to COVID-19 reported that they acted more reflectively and decisively during this crisis (Study 3). Hence, participative leaders can foster reflectiveness and decisiveness, by promoting cooperative trust and goal commitment.     

The negative relationships between employee resilience and ambiguity,complexity, and inter-agency collaboration

Employee resilience (ER) is often needed to face demands inherent in public sector work. Some types of demands, however, may hinder its development, rather than provide the type of challenging adversity from which resilience can develop. Public sector job demands have been a long-standing issue for public workplaces and employees but are also growing in salience as organisations face an increasingly variable, uncertain, complex, and ambiguous environment. Drawing on the Job Demands–Resources model and the challenge/hindrance stress literature, this multi-level study of Aotearoa New Zealand civil servants (n = 11,533) in 65 public sector organisations shows that ER is negatively affected by demands such as job insecurity, unclear job and organisational goals, and inter-agency collaboration. However, organisational resource constraints are positively associated with ER. This study identifies core PA job and organisational demands that hinder ER and offers practical implications and suggestions for further research.

Points for practitioners

• Job role ambiguity, job insecurity, unclear organisational goals, and inter-agency collaboration are common job and organisational demands in public sector workplaces.
• For employees, these demands are stressors that employees do not feel they control, and may therefore hinder employee resilience: the ability to learn, adapt, and leverage networks in the face of challenges.
• Surprisingly, resource constraints, where employees have to ‘do more with less’, might help employees develop ER.
• While inter-agency collaboration has potentially many benefits, it appears to have negative spillover effects on employees unaware of it or not involved in it.
• To encourage ER, agencies should clarify both organisational and job goals, and assure job security, control, competency development, and supervisor support.