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The California Supreme Court's death penalty decisions provide an ideal vehicle for examining the relationships among judicial selection, individual judicial decision making, and court policy-making. The authors' findings highlight the decisive impact that chief executives can have on judicial decisions through use of the appointment power and the overriding importance of judicial values for explaining judicial decisions. They also develop an integrated model that includes legal variables along with judicial values. Their findings show that liberal and conservative judges sometimes react differently to legal stimuli. Their research also demonstrates that more complete explanations for judicial decisions can be achieved by including legal issues with judicial values in a more complex explanatory model.

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In recent years numerous studies have compared such work-related attitudes of employees of public and private organizations as work satisfaction, organizational commitment, and perceived relations between performance and rewards ("reward expectancies"). These comparisons are rele vant to various theoretical and institutional design issues, including civil service reform. This paper reviews these studies and discusses problems in methodology and in the aggregation of findings in this area of research. It then reports a comparison of "extrinsic expectancies" — perceived rela tions of pay and promotion to performance — on the part of public and private employees in two states. The results replicate a previous study which found weaker extrinsic reward expectancies on the part of public employees. The paper concludes with a discussion of the implications for theory and for administrative reform.

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