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軍 人事考課制度의 改善方案에 관한 硏究 원문보기

  • 저자

    이용훈

  • 학위수여기관

    水原大學校 行政大學院

  • 학위구분

    국내석사

  • 학과

    일반행정전공

  • 지도교수

  • 발행년도

    2001

  • 총페이지

    III, 62 p.

  • 키워드

  • 언어

    kor

  • 원문 URL

    http://www.riss.kr/link?id=T8954639&outLink=K  

  • 초록

    Until now we have analyzed the present operating conditions and problems, as well as the reform plans, of the Marine Officer Personnel Management System. The problems and solutions are as follows: First, regarding Personnel Management System 1) Selection of evaluation factors 2) Reform of rating method 3) Publication of rating results Second, regarding operation of Personnel Management System. 1) Evaluator's attitude 2) Evaluator's education and training 3) Application of the result of the evaluated outcome. 1. Regarding Personnel Management System The current Personnel Management System does not have an objective and quality method of analysis. The system therefore has a subjective method of analysis, which results in the lack of fairness and reliability. Therefore, an official language test or test in Chinese character, office automation ability could increase the level of fairness in determining an officer's potential. It would be more effective if the current uniform Personnel Management Report evaluation factors could be separated into evaluation factors for commanders and evaluation factors for staffs. It will also be appropriate if the Personnel Management Report is divided into a report for the junior grade officers and field grade officers. Fair evaluation on an officer's performance during his or hers obligatory position is difficult to make because of the differences of time served and different working environments between the evaluator and the officer who is being evaluated. Therefore, the current system of adding personal achievements and earning extra points in the Personnel Management Report has the problem of dual standard and high scores. Because of these problems the system must be reconsidered. Evaluation once a year puts a lot of psychological pressure to the officer who is being evaluated, and the evaluators tend to be more generous and their influence stronger. Therefore to achieve fairness it would be appropriate if the evaluation process took place every six months, in consideration to frequent transfers and PCSs familiar in military life. Two evaluators writing on the same report, make it difficult for the evaluator to observe deeply and it lacks responsibility. Worse of all, the higher ranking evaluator could ignore the opinions of the lower ranking evaluator and manipulate the outcome. The writing of 2 individual reports could prevent this from happening, and it could determine a variety of qualities of an officer. The current Personnel Management System does not promote communication to increase understanding between the evaluator and the officer who is being evaluated, and does not provide the data needed for the individual or groups. To solve this problem, self-evaluation system is recommended to enhance individual's capabilities and to promote communication between the evaluator and the officer being evaluated. This approach assists in making an accurate and in-depth evaluation. Also, the establishment and operation of a conciliation committee in a higher echelon could increase the level of fairness, by coordinating disagreements between evaluators and by coordinating the inclination of small groups to become generous during evaluation. The current Personnel Management System is a non-disclosure system, but everybody wants to know the results of the evaluation process to improve their defects. Theoretically, it would be proper to disclose the evaluation process, but fairness and reliability are factors that needs to be considered. Therefore it would be better to incrementally disclose the evaluation process in accordance with the development of evaluation techniques and development of the officer's attitude towards the evaluator and the evaluation process. 2. Operation of the Personnel Management System The evaluator's attitude towards evaluating an officer's potential is a basis for a fair personnel management and is the basis for the development of combat power and the military. Therefore the evaluator must not let family connections, regional ties, and personal feelings get in the way of making a fair evaluation. The education of the Personnel Management System is divided into school education and military education. School education is focused on lectures and practices on various commissioning programs, while military education is focused on educating the evaluators on the importance of evaluation before the evaluating process to prevent individual inclination in determining an officer's potential. The results of the evaluation are determining factors in promotion, in selecting personnel for various education opportunities, positions, and in awarding merits, and etc. To be objective and to achieve fairness, instead of an unconditional application of the outcome, a flexible approach that takes into account the special characteristics of the officer, who is being evaluated is necessary. The current service rating points for promotion is based on how many years a person has served and this is an example of hasty administration. A multilateral analysis to minimize errors is required. An effective personnel management system will enhance a person's will to work and the outcomes of the system will be used for allotting appropriate positions, and will be used as information for reform and solving organizational problems.


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