다면평가제도의 개선방안에 관한 연구

Abstract

In order to examine the improvement of Multiple Perspectives Evaluation System, the local public servants in Jeju Special Self-Governing Provincial Office of Education have participated in a particular survey. The survey result reveals some negative aspects regarding the system. Based on this result, I have sought for ways to improve the current Multiple Perspectives Evaluation System and drawn some suggestions. In July 1, 2006 Jeju Special Self-Governing Province and International Free City was established and the enforcement Ordinance for the Special Act was enacted. Since then, the Jeju Special Self-Governing Province Office has decided to make drastic changes in its recruiting system in order to promote effectiveness and efficiency among public service personnel. First, the application of sum total labor costsystem is excluded to ensure that recognizing individual ability is at the core of the personnel administration. Equipment installation and staff appropriation can be independently decided now. Also, all the divisions and subdivisions are integrated. The special system to appoint authority for each division is introduced and the phased execution of the Position Classification System is carried out. These transformations have strengthened professionalism among the public servants in Jeju Special Self-Governing Province. In order to establish the infrastructure that empowers the public servants to perform and compete effectively, it has transformed the supplemental personnel system and increased the number of open-ended positions and job postings. Second, the fundamental structures of human resources management for public servants in Jeju Special Self-Governing Province employment regulation and personnel evaluation are revitalized to enhance human resources with legal foundations. Jeju has formulated its own Human Resources Development & Management System and is now working towards stabilizing the system all through the human resources department. Regarding the content of Multiple Perspectives Evaluation System for public servants in Jeju Special Self-Governing Province, there havebeen some improvements in the committee component ratio, mark scheme based on evaluation criteria, and reflective ratio of evaluation result to promotion. Human Resources has an important function to accomplish organizational objectives. To encounter the new age of ever-changing global world, it is necessary to bring out innovation in Human Resources Development and Management, which can resolve the problems of Multiple Perspectives Evaluation System as aforementioned. Without this compelling innovation, the organization cannot be revitalized with fruitful improvement. Successful Multiple Perspectives Evaluation System requires that individuals should be directly informed with their evaluation results. Therefore, it offers them a great opportunity to find their weaknesses and to revamp their knowledge, skills, and abilities. Not only does this encourage self-development, but also it promotes greater work efficiency and effectiveness. Particularly, it requires immediate action to vigorously utilize and systemize PPSS in order to ensure reliability in the Multiple Perspectives Evaluation System as well as rationality and clarity in the system operation. In addition, Korea Customs Service should celebrate the introduction of Total Human Resources Development and Management that fosters best-qualified customs service officers. Also, it should exemplify successful cases that strategically demonstrate development of individual ability and improvement in task performance through recruiting, training, and maintaining human resources. Any improvement in the operation of Multiple Perspectives Evaluation System in Jeju Special Self-Governing Province should be benchmarked as well. It is significant to note that this privateresearch has limitation to investigate how public service personnel perceive Multiple Perspectives Evaluation System due to the lack of tangible and intangible resources. The section 38. 5. 3 of the Regional Public Service Employment Act is revised to require that the evaluation conducted by the general public has to be applied and implemented to facilitate promotion among public service personnel under certain regulations and procedures. Since January 2004, Multiple Perspectives Evaluation System has been operated for 3 years. Regardless of how great the system is, it will increase reliability and preserve the principle of the system if the system is continually inspected, updated, and adjusted for the better. To overcome this limitation, it is essential that the operation department of the Multiple Perspectives Evaluation System develop and conduct practical surveys to investigate various perceptions towards the system with more realistic and detail-orientedresources. This offers a productive way to find negative aspects and acts as a catalyst to generate positive transformations. I hope that the Multiple Perspectives Evaluation System empowers public service personnel to develop and utilize their individual abilities to successfully achieve the organizational mission and objectives with assurance of the crucial components to evaluate individual work performance validity, reliability, acceptability, and practicality.