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公務員의 昇進制度에 관한 硏究 원문보기
A study on the promotion system of civil servants in Korea

  • 저자

    신태철

  • 학위수여기관

    水原大學校 行政大學院

  • 학위구분

    국내석사

  • 학과

    人事·組織行政 專攻

  • 지도교수

  • 발행년도

    1998

  • 총페이지

    ii, 58 p.

  • 키워드

  • 언어

    kor

  • 원문 URL

    http://www.riss.kr/link?id=T8953933&outLink=K  

  • 초록

    Problem related to the promotion is one of the biggest confronting issues in the society of civil servants. From the personal standpoint, promotion is followed by increments of responsibility and salary as well as fulfills the economical and social desires by the improvement of a position. Furthermore, from the organizational standpoint, it is the key method to achieve the goal of a organization by holding the promising personnel. In this paper, the meaning and current system of promotion for the civil servant were examined, and also problems of the current system of promotion and the renovation measures against the problems were suggested. 1. The ratio between the external recruit through the new and special employments and the internal promotion might be appropriately balanced. The external recruit and internal promotion should be flexibly operated in consideratin of the social condition, administrative demand, and piling-up of promotion, which might be the way to insure the promising personnel outside as well as raise the spirits of civil servants inside. 2. The piling-up of promotion can be alleviated by the following reform measures. Firstly, it can be considered of increasing the number of rank. Secondly, leaving the current 9 rank system as it is, increase of the number of minimum service year for the promotion and the system of the maximum promotion year for each rank can be adopted for alleviating the promotion difference among the places. Thirdly, the system of competitive promotion of civil servants in the 5th rank might be activated Fourthly, the stagnation of personnel movement can be prevented by enlarging the personnel exchange among the places. 3. The criteria of the promotion might be reformed as follows. Firstly, the objective and detailed criteria for the efficiency rating system might be provided by reforming the current system. Secondly, the rate of distribution of marks might be controlled against each applicant for the promotion. Thirdly, the current system of educational training used to be utilized as the mean of promotion might be renovated to culture knowledge and skill, which is the original purpose of the educational training. Fourthly, the periods of temporary rest or suspension from office and position revocation might be reflected in the personal career, which is not currently adopted. In addition, influx of promising non-governmental personnel can be activated by admitting the non-official career highly related to the public office as the working career.


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