The ICC expert, especially the court lawyer, combines their everyday international legal work with the managerial work of having their performance appraised, committing to the court’s core competencies, and assisting with audit exercises. Indeed, the very process of applying for and getting a job at the court is guided by management ideas and practices. Throughout their ‘career’, from the moment they begin to apply for an ICC vacancy until their departure from the court, the ICC expert is mediated by a range of human resource management techniques. This chapter traces that professional journey into, through, and up the court organisation and the consequences of such identity work for the professional imagination of the international criminal lawyer. By engaging with management’s principles, models, meetings, forms, and reports, the ICC expert makes court, and self-optimisation, a lodestar of global justice.

The ability to organize is our most valuable social technology. Organizing affects an enterprise’s efficiency, effectiveness, and ability to adapt. Modern organizations operate in increasingly complex, dynamic environments, which puts a premium on adaptation. Compared to traditional organizations, modern organizations are flatter and more open to their environment. Their processes are more generative and interactive – actors themselves generate and coordinate solutions rather than follow hierarchically devised plans and directives. Modern organizations search outside their boundaries for resources wherever they may exist. They coproduce products and services with suppliers, customers, and partners. They collaborate, both internally and externally, to learn and become more capable. In this book, leading voices in the field of organization design articulate and exemplify how a combination of agile processes, artificial intelligence, and digital platforms powers adaptive, sustainable, and healthy organizations.

This chapter highlights how the evolving field of implementation research is being used to address problems of implementation of health policies, programs, practices, and technologies in low and middle-income countries (L&MICs). Implementation research offers a way to understand and address implementation challenges and contribute to building stronger health systems within the realities of specific and changing contexts. It is used to assess how and why interventions work, including the feasibility, adoption, and acceptance of interventions and their coverage, quality, equity, efficiency, scale, and sustainability. A well-designed research question is critical to successful implementation research, and provides the basis for choosing the research methods and how likely the research will influence policy and practice. In describing the theories, frameworks and tools used in implementation research, they are shown to be well suited to address inter-dependent and complex problems around improving people’s wellbeing – a critical mandate for achieving Universal Health Coverage and the Sustainable Development Goals.

This chapter describes the ability to monitor and evaluate the implementation of the plan in terms of intended outcomes and outputs.

Public administration might be viewed as a potential victim of populist-inspired backsliding. This chapter argues that when considering how to respond to populism public administration needs to recognize that some of its practices may have created an opening for the populist charge. Public administration may be a victim but also may have been an unwitting harbinger of the populist surge. The public administration reforms in vogue over the last two decades helped to create the conditions for populism. Performance management, citizen consultation, and evidence-based policymaking were popular managerial tools, but the evidence presented in this chapter suggests they may have encouraged a loss of public trust due to the way they were put into practice. The threat of democratic backsliding, driven by populism, should stimulate public administration not to hunker down but to search for better ways of operating in order to rebuild public trust.There are some positive signs of new thinking and practice.

The chapter examines attributes of public work environments that lead employees to develop ties to an organization's values. Empirical research indicates a supportive work environment is critical to sustaining public service motivation. Institutional arrangements promote employees’ basic psychological needs and create conditions for common pool resources. The chapter discusses two strategies for reinforcing supportive work environments: creating learning and growth opportunities and balancing job security and performance. Possibly the biggest key to promoting personal growth is creating opportunities for employee growth and learning throughout a career. Leadership development programs could also be offered to employees up and down the hierarchy. Finally, organizations should pay attention to subjective career success, ensuring that employees feel they are fulfilling their purpose in life. The chapter then examines strategies for developing organizational norms that balance job security with performance, including balancing performance and property rights, improving performance management systems and performance appraisals, and utilizing performance-based reductions in force.

In order for an employee to help the organization achieve strategic success through his or her performance, he/she must work at optimal levels towards very clear and specific objectives. In other words, the organization must design and implement a performance management system (PMS) that empowers employees and allows them to work at optimal levels. However, a review of the related research shows but when it comes to expatriates, most organisations do not develop dedicated PMSs – instead, it seems that most organizations evaluate and manage expatriates on an ad-hoc basis, often leading to dissatisfaction with the outcomes and conduct of the PMS, and subsequent dip in performance levels and quality. In this chapter, we briefly trace the history of PMSs, with particular emphasis to PMSs related to expatriates, and discuss some recent PMS models. We further discuss additional contextual variables that should be incorporated into effective PMSs, and conclude by offering guidelines for designing an effective PMS for expatriates.

In this chapter, we provide a review of mainstream practice and research on global mobility compensation. We begin by briefly explaining the traditional system used for international compensation, namely, the balance sheet system, and identify its main advantages and weaknesses. We then describe and structure the current landscape of international compensation, highlighting the increasing variety and complexity that characterizes this essential area of global competitive dynamics in human resources. The paper concludes with a discussion of some topics and themes for future research in this area.

Like many other aspects of the world of work, PM has undergone substantial changes over the years, especially in the last decade. This chapter discusses the changing nature of PM practice and PM research, as well as the PM-related implications of other, more general, changes in the nature of work. It is clear that PM practices will continue to be impacted by the changing nature of work. As such, our PM research needs to continue to evolve, to meet the realities of the changing nature of PM practice. We offer several suggestions in this regard.