실행된 고성과작업시스템과 조직성과 간의 관계 : 직원들의 집단수준 HR귀인의 조절효과

김재원 한양대학교 대학원 2019 국내박사

能力主義 人事管理에 關한 硏究 : 우리나라 企業의 實態를 中心으로

최명웅 漢陽大學校 産業經營大學院 1979 국내석사

직무중심 인사관리가 일의 의미와 개인-직무 적합성 인식을 통해 직무열의에 미치는 영향

윤미소 한양대학교 대학원 2019 국내석사

女軍의 효율적 人事管理 方案 : 공군 여부사관 중심으로

채주희 단국대학교 2007 국내석사

인사관리 유연성과 정부 조직성과 : 인사관리 유연성의 정의와 한국 중앙행정기관에의 적용

원혜연 서울대학교 대학원 2022 국내박사

본 연구는 급격한 사회환경의 변화에 대응하기 위한 조직의 생존전략으로서 유연성(flexibility)에 대한 관심이 증가하고 있음에도 불구하고 환경 변화에 효과적으로 대응할 수 있도록 하는 조직 차원의 유연성이라는 것이 무엇인지 체계적으로 논의되지 못하고 있다는 문제의식에서 출발하였다. 특히 정부 조직은 외부환경에 대해 개방체제이면서도 폐쇄적인 특징을 갖는 것으로 고려되어온바, 정부 인사관리의 유연성을 강화할 필요가 있다는 주문이 꾸준히 제기되고 있으나 인사관리를 유연하게 한다는 것이 무엇인지, 어떻게 할 수 있는지 등에 대해서는 체계적인 논의가 전개되지 못했다. 따라서 본 연구는 인사관리 유연성의 개념을 정의하고 그 하위차원을 제시하는 것을 일차적인 목적으로 하였다. 그리고 이를 한국 중앙행정기관을 대상으로 측정하여 한국 정부의 인사관리 유연성이 어떠한 현황을 보이는지 제시하였으며, 결과적으로 인사관리 유연성이 정부 조직성과에 어떠한 영향을 미칠 수 있는지 경험적으로 살펴봄으로써 인사관리 유연성에 관한 연구의 토대를 마련하고자 하였다. 먼저 본 연구는 자원기반관점이나 전략적 인적자원관리 관점에서 제시된 유연성에 관한 논의를 토대로 정부의 인사관리 유연성의 개념을 정의하고, 그 하위차원으로 관리적 유연성(보직관리, 근무)과 기술적 유연성(채용, 교육)을 제시하였으며, 이를 한국 중앙행정기관을 대상으로 측정하여 그 현황을 살펴보았다. 인사관리 유연성을 측정한 결과에 따르면, 한국의 중앙행정기관은 전반적으로 인사관리 유연성이 꾸준히 강화되는 추세를 보이고 있으나, 인사관리 유연성의 하위차원들의 수준은 기관에 따라 차별성을 갖는 것으로 나타났다. 이러한 결과에 대하여 중앙행정기관 소속 공무원을 대상으로 한 인터뷰를 통해 각 기관의 수준(level)이나 업무 특성, 조직 구성, 규모 등과 같은 특성에 따라 유연성 수준이 달라질 수 있음을 설명하였다. 한편, 인사관리 유연성이 정부 조직성과에 어떠한 영향을 미칠 수 있는지 실증분석한 결과에 따르면, 관리적 유연성의 보직관리 유연성은 부정적인 영향을 미치지만 근무 유연성은 통계적으로 유의미한 영향을 미치지 못하는 것으로 나타났으며, 기술적 유연성의 교육 유연성은 조직성과에 부정적인 영향을, 채용 유연성은 긍정적인 영향을 미치는 것으로 나타났다. 이러한 분석 결과는 각 인사 제도들이 당초에 목적한 방향과는 다르게 조직에 작용하고 있음을 시사한다는 점에서 다소 의외라고 할 수 있지만, 이론적 논의와 중앙행정기관 소속 공무원과의 인터뷰를 종합하여 실질적이고 설득력 있는 해석을 전개하였으며, 현행 인사관리 유연성의 한계와 개선방안이 무엇인지 또한 제시하고자 하였다. 본 연구는 인사관리 유연성이라는 개념의 정의-측정-실증분석이라는 체계로 연구를 구성함으로써 인사관리 유연성에 관한 연구의 토대를 마련하고자 하였다. 먼저, 인사관리 유연성의 개념 정의는 기존에 모호하고 추상적인 선언과도 같이 언급되어오던 유연성이라는 개념을 정부 인사관리에 적용하여 체계적으로 정의하고자 하였으며 다차원으로 구분될 수 있음을 제시하였다는 점에서 기존 연구들이 시도하지 못했던 이론적 영역을 확장하였다는 의의가 있다. 본 연구에서 정의한 인사관리 유연성 개념을 한국 중앙행정기관을 대상으로 측정하여 제시한 실태분석에서의 논의들은 향후 인사관리 유연성에 관한 다양한 경험적 연구의 밑바탕이 될 수 있을 것이다. 마지막으로 인사관리 유연성과 정부 조직성과의 관계에 관한 실증분석은 인사관리 유연성의 영향력을 제시하는 것에 그치지 않고, 이론적·실제적 논의를 결합한 입체적인 분석을 통해 현행 인사관리 유연성의 한계를 규명하고 실질적인 개선방안을 제시하였다는 점에서 이론적·실천적 기여가 있다. This study primarily addressed the type of flexibility present at the organizational level, enabling effective responses from the government organizations toward a changing environment. This is not systematically discussed yet, despite the growing interest in flexibility as an organizational survival strategy responding to rapid societal changes. In particular, the government organizations seem to have a closed characteristic while being open to the external environment, with a steady demand for strengthening flexible government personnel management. There is an absence of systematic discussion to explain flexible human resource management, along with the means to achieve it. Accordingly, the primary purpose of this study was to define flexible personnel management and present its sub-dimensions. In addition, based on Korean central administrative agencies, the status of Korean government’s personnel management flexibility was also presented. This formulated the study’s aim to lay the foundation for research on personnel management flexibility, by empirically examining the effect of flexibility in personnel management on government organizational performance. First, this study defined the concept of flexibility in government personnel management, based on the perspective of strategic human resource management. This was followed by the presentation of sub-dimensions of managerial flexibility (position management, work) and technical flexibility (recruitment, education). Detailed observations of the Korean central administrative agencies helped examine their current status. According to the results of measuring flexibility in personnel management, the Korean central administrative agencies steadily strengthened overall personnel management flexibility, yet the level of the sub-dimensions differed depending on the organization. Interviews with central administrative agency officials explained the varying levels of flexibility, depending on characteristics of the level, type of work, organizational structure, and scale of each organization. An empirical analysis of how flexibility in personnel management can affect government organizational performance was conducted, and the results showed that the position management flexibility of managerial flexibility had a negative effect, and the work flexibility did not have a statistically significant effect. Educational and technical flexibility had a negative effect on organizational performance, while recruitment flexibility had a positive effect on organizational performance. This unexpected result indicates that each personnel management system affects the organization differently, compared to its intended direction. A practical and persuasive interpretation was developed by combining theoretical discussion and interviews with officials of central administrative agencies to present the limitations and scope of improvement of the current personnel management flexibility. This study attempted to lay the foundation of research for the definition-measurement-empirical analysis of personnel management flexibility. Previously, the concept of flexibility had an ambiguous and abstract declaration, which was systematically defined here by applying it to government personnel management. This study’s novelty lies in its expansion of the theoretical field that remains untested by previous studies. The discussion of analyzing the actual situation, presented by measuring the defined concept of personnel management flexibility in Korean central administrative agencies will be the basis for various future empirical studies on flexible personnel management. Finally, the empirical analysis of the relationship between flexibility in personnel management and government organizational performance identified the limitations of current personnel management flexibility, presenting the steps for improvement through a three-dimensional analysis combining theoretical and practical discussions. Hence, this study makes a theoretical and practical contribution.

現代敎會 人事管理에 관한 硏究

박희원 明知大學校 社會敎育大學院 1992 국내석사

인간 생활에 있어서는 물론 기업 혹은 조직내의 활동에 있어서도 거의 모든 사람들이 상당히 많은 시간을 인력관리적 면에서의 인간관계와 관련된 문제에 할애하고 있으며, 조직은 인간이 만든 것 중에 가장 위대하며 인간의 목적 달성에 도움을 주는데 그 존재 이유가 있다. 하나님께서 인류를 위해 직접 세우신 기관이 둘이 있는데 하나는 가정이고, 다른 하나는 교회이다. 교회는 하나님께서 인간을 위해 주신 최대의 축복이다. 하나님께서 인간에게 주신 최대의 축복의 장소인 교회를 하나의 기업형태로 기업경영의 입장에서 비추어 볼 때 기업의 성공 여부가 인간관계의 문제 해결에 달려있듯이 교회의 성장 및 부흥의 성공 여부 역시 교회내의 각 기관의 인간관계 인사관리를 어떻게 잘 관리하느냐 하는 문제가 제기되는 것이다. 기업의 창립과 동시에 기업 목적 수행을 위한 일을 분담하여 어떤 절차를 밟아야 효과적으로 일을 처리하는 것을 직무 관리라고 한다면 다원화되어가는 사회속에 교회도 대형화 되어감에 따라 교인들로 하여금 세상은 계급사회지만 계급없는 사랑의 공동체 속에 그들의 신앙이 교회 제도 속에서 적재 적소에 적절히 잘 표현되어 교회되게 하느냐? 하는 일에 거기에 합당한 인적 자원을 찾아내고 훈련시키고 배치하고 활용하는가 하는 교회인사관리 과제가 대망의 성장을 바라보는 현대 교회로서도 더욱 크게 요구되고 있으니 이에 대한 인사관리 측면에서 연구도 매우 시급한 일이라고 본다.

韓國 天主敎會 本堂 事務職員 人事 管理에 關한 硏究

정운택 水原大學校 經營大學院 1992 국내석사

The purpose of this study is to inquire about and analyze the present day situation of the administration of office workers in the universal church the local diocesean chrurch and in each parish; and to search for ways to improve the efficiency of the church in areas where improvement is necessary. Decumented studies of modern society have analyzed and sythesised the role of the church office worker and his functions and how they are administered. For additional proof a survey was taken from january 5 to February 3, 1992 in which a questionaire was mailed to every office worker in the country. Analysis of the results of this questionaire follow, 1st. Even though parish administration varies according to the different types of office work, the office woker is responsible for, his character and capability, various important parish works are entrusted to him, and because important points are overlooked a systematic administration of the office worker in not achieved. 2nd: There are no rules for the selection and administration of the office worker and this is done at the temporary expedience of the pastor. The office worker is appointed by the pastor and he is over worked and constantly harrassed by the pastor and he duties and is filled with discontent. 3rd: The office worker feels keenly the need for education to develop his skills, and feel that and a diocesean level the content, method and opoortunity for practical education is deficient. His varied and overburdening duties are not taken into account and not reflected in promotions. 4th: Because there is no basic rule regarding salaries there is no equity, and a system of low salaries, insufficient benefits, no guaranteed living wage, inadequate retirement benefits, and deprivation of days off and vacation is the cause of anxiety and discontent and leads to their quiting. 5th: The authoritarian and self rightous direction of the pastor, the selfishness, incompetence and lack of understanding of the parish sister and the relationship with parish council members who disregard their faith and demand only sucessful results be accomplished, leads to disagreements and causes the office worker to feel insecure, thus he is looking for a position that has a guarenteed severence policy, and he wishes to organize a labor union. In the final analysis, the aim of this study of the parish is to examine the problem and to boldly try to make improvements. The direction in order to do this are presented ad follows. 1st: The parish adiministration must recognize the importance of the office worker, it must pay the office worker, not as a day laborer but as a church diocesean emplouyee, achieving effective administration by the full use of its human resourses. 2nd: The diocse should set up rules and job descriptions for the selection of office workers, the parish should select the necessary personel to handle the business affairs of the parish in an opoen manner, employ them as diocesean empoloyees, guarantee their plsition and provide for the necessary ongoing education needed to carry out their apporpriate duties. 3rd: The parish shall arrange for the onoging education of the parish office worker in practical business affairs, and for spiritual retreats to develop their spiritual life thus giving a lift to their spirits and a raise in their status. 4th: The baqsic ssalary should be according to that of a Government official and welfare benefits should enable him to support himself and his family comfortably. After he retires a system of retirement benefits should be set up that would enable him to live without worry and because he is not a machine a thim for rest must be probided to him. 5th: The pastor, the parish sister and the parish council must cooperate in th formation of human relations that treat each office worker as an individual. Even after retirement age is reached, if the individual wants, consideation should be given to him that would enable him to engage in small matters, and office workers must take the lead in the establishment and formation of spiritual meetings. By accepting the ideas presented above for the improvement of the parish office worker, the better use of human resourses and their administration, the status of the office worker will improve and the more prefect performance of his duties will resulot in the development of the parish. In addition the study shows that in the korean church, even though each parish differed in its administration of the office worker, those that replied in a negative way and gave inaccurate replies were influenced by regional differences. This syudy is unable to express diverse and complex variable factors. Therfor this study of the church's administration of it's human resourse is merely an attempt to make a diognastic study of the administration of the parish office worker that will have some significence. This is the opportune time for more convincing research to be achieved in this field of study.

人事 勞務組織에 關한 硏究

문성렬 檀國大學校 大學院 1979 국내석사

As the internal as well as external environments of business managsment have been changing, the managrial organization of modern firms that have been evolving accordingly are still seeking patterns of organization suitable for such changes. This is made along the basic line of the principle of efficiency. And the organization of personnel and labour department has played a very important role in the business organization. It has always been an important issue of any business organization how to tackle problems relating to human beings within a firm, all along the history from the factory production system budded in the latter half of the 19th century up to the current industrial society. In the United States, personnel-labour-organization department has grown up as an important department in the firm, since the We1fare Movement that emerged as a form of various measures to control frequent labour transfers as well as to promote safety from accidents and disasters. In the earlier stage of industrial development, labour was taken as nothing but one of production factors. But the scientific management technique has presented the principle of mutual prosperity through combination of high-wage and low labour-cost. Whereafter the personnel-labour department found a sound position in the business organization. The advancement of industrial psychology and. the Hawthorne Experiment brought forward the theory of human relations. Thus, a multi-disciplinary study of human problems in the firm is offering newer techniques i n personnel-labour management based on newer Logic of Human Beings. In accordance with such tendency, the function of personnel -labour department has incressingly been specialized and expanded, And it's position within thr firm has strengthened it's power as well as responsibility. Korean firms will have 'to adapt itself to all such tendencies. But, in the course of industrialization of Korean economy since the 1960s, the persistent low-wage and high-value-added policy under the clonical man power surplus hindered the systematic development of personnel-labour management in the firm. This paper is to grasp such facts, to compare them with cases in the overseas firms and to seek a new policy directions It is, first, observed how the personnel-labour department has evolved in light of historical changes in the environment surrounding firms. In the United States, the fore-runner of industrial society, the initial development of personnel-labour department was motivated by the Welfare Movement. This, along with the emergence of the scientific management techniques and the study of industrial psychology, caused it evolve into the Employment Management. And thus the present day personnel-labour affairs department has been formed. Under such circumstances, the idea of labour within firms has changed from the authoritarian and favor-giving attitude to democratic and participation inducing management based on the Logic of Human Beings. Treated next are what the functioning of personnel-labour affairs department should be and where they should stand within the organization of firms, that have budded. and advanced in the manner, based on fundamental principles. Here, the types of personnel-labour management department are examined against fundamental principles pertaining to power and responsibility. After that ,a comparative study of cases of organizations between overseas versus Korean firms are made. As a result , the following problems are found to exist in Korean firms: First, the functional specialization of personnel-labour affairs department is not ready. The function of this department ought to be independent and extremely specialized. But in Korea this is subjugated to other departments, and merely performs formal roles, it' s functions being intermingled with similar functions of other departments. Second, the position of personnel-labour affairs department is extremely low in the organizational hierarchy, where by the department, if exists, can not exercise it's power fully. Third, there is few professional person to take in charge of personnel-labour administration, nor is there few firm offer the post to be in charge of the department, unlike the overseas cases where firms have vice president, executive director or director in charge of personnel-labour affairs. This means that Korean firms can not persue properly the functions of personnel-labour affirms department, which are vitally needed under the current circumstances, in which their scale of business is growing bigger and complex and where the personnel-labour relations are to be peacefully maintained and developed to cope with changes in the industrial society. In view of the foregoing, the following points Will have t o be born i n mind by Korean firms in organizaing proper personnel-labour department: First, efficiency is not expected to rise so long as they stick to the conventional, ex-modern personnel-labour administration, this is so because in any management without humane treatment of the employed can not have them raise efficiency and sustain on a high level. Second, in Korea where industrialization proceeds, the sense of workers is being enlightened and the job consciousness is being positively improved. Third, ever newer personnel-labour management techniques are being developed. Fourth increasingly various characters are held within the scope of the management, due to the scale of the firms are

인사관리의 특수성을 고려한 인사평가시스템 데이터베이스 설계에 관한 연구

권선행 명지대학교 대학원 2010 국내박사

외환위기 이후 세계화의 치열한 경쟁속에서 살아남기 위해 국내기업들에 많은 변화를 가져온 것 중 하나가 인사관리제도라 할 수 있다. 이런 기업의 인사관리제도는 정보기술의 발달과 함께 더욱 빠르게 변화를 가져왔다. 연공주의적 인사제도에서 성과중심의 인사제도로의 변화는 HRIS(Human Resource Infomation System)에서 e-HR(electronic Human Resource) 로의 인사정보 기술변화를 가져왔다. 새로운 인사평가는 인사관리의 일부로서 직원들에게 개방되어 직원들의 성과를 보다 객관적으로 평가하기 위해 여러 평가유형이 만들어지고 또한 평가유형마다 각기 다른 평가방법과 평가절차가 생겨나게 되었다. 선행연구된 여러 논문에서도 성과중심의 평가유형과 이를 위한 평가시스템에 대한 설계와 구현 방법을 제시하고 있다. 그리고 현재 국내기업들은 이런 개방화되고 다양화된 인사평가를 정보시스템에 담아내기 위해 e-HR 인사평가시스템을 도입하거나 새로 구축하고 있다. 외국산 ERP 시스템을 도입하여 운영하고 있는 기업의 인사관리는 국내의 인사문화와 제도에 맞지 않기 때문에 인사관리 부분만을 별도로 재구축하여 ERP와 연계를 하거나 기존에 사용하던 HRIS 방식을 수정하여 e-HR 방식으로 전환하여 사용하고 있다. 그러나 선행 연구된 논문이나 새로 운영중인 인사평가 시스템은 또다른 평가제도의 변화에 대해 유연하게 운영되지 못하고 있다.이렇게 시스템이 유연성을 갖추지 못한 이유는 우리나라 기업들이 e-HR 방식의 인사관리와 인사평가를 도입하여 운영을 시작하는 단계이기 때문에 시스템을 설계할 때에 기업의 인사관리에 대한 특수성을 충분히 고려하여 설계되지 않았기 때문이다. 이런 이유로 인해 새로운 평가제도를 시스템에 반영하기 위해서는 또 다시 시간을 들여 시스템을 수정하여야했다. 본 연구에서는 평가시스템이 평가제도의 변화를 보다 유연하게 담아내기 위한 인사평가 데이터베이스를 설계하였다. 이를 위하여 우선, 선행연구된 인사평가 데이터베이스를 대상으로 평가시스템의 확장성을 이루기 위해 인사관리의 특수요소들을 데이터베이스에 반영하였다. 이것을 기준으로 하여 실제로 e-HR 방식으로 운영되는 기업의 인사평가시스템에 적용하였다. 그 결과 기존에 비해 효과적이고 제도의 변화에 유연한 시스템을 갖출 수 있었으며 실제 운영을 통해 그 효과를 검증할 수 있었다. 앞으로 인사평가 시스템을 구축할 때에 본 연구에서 제시한 인사관리의 특수성을 고려하여 재설계된 인사평가 데이터베이스를 참고함으로써 평가시스템을 운영하고 확장하는 데 효과를 발휘할 것이라 기대한다. After the financial crisis, personnel management system can be said one of the changes taken from many domestic companies in order to survive from the fierce competition of the globalization. Personnel management system of the companies brought faster changes with the development of information technology. Changes from seniority-based personnel system towards performance-based personnel system brought personnel information technology changes from HRIS to e-HR. In order to evaluate more objectively for the performance of the employees, new personnel evaluation was opened to the employees as the part of the personnel management and established into various evaluation types. Further, different evaluation method and evaluation procedures were established in each evaluation type. Previous studies conducted in several thesis provide design and implementation methods on performance-based evaluation type and evaluation system to support. Also, in order to place opened and diversified personnel evaluation into the information system, domestic companies are now introducing or establishing e-HR personnel evaluation system. Since personnel management of the companies where they introduced and operated foreign ERP system do not meet with domestic personnel management culture and system, they are utilizing by converting personnel management part separately to link ERP or adjusting preexisting HRIS method by converting into e-HR method. However, previous researched thesis or newly operating HR evaluating system is not being flexibly operated towards changes of another evaluation system. The reason why the system does not posses flexibility is that Korean companies are at the beginning stage to introduce e-HR type of HR management and operating, so distinctiveness was not fully considered and designed when system were designed. Due to these reasons and in order to influence new evaluation system, one had to correct the system with efforts and time. This research designed personnel evaluation database in order to flexibly possess changes of the evaluation system. In order to proceed, personnel management's special elements were reflected into the database to establish evaluation system's expansion based on personnel evaluation database which were previously researched. Based on these, it applied to personnel evaluation system of the companies where they actually were being operated in e-HR method. As the result, it could meet the system that was effective and flexible from the changes of the system, and the effect could be verified through actual operation. In the future, when the personnel evaluation system is established, it is expected that by considering personnel system's distinctiveness and by considering reestablished personnel evaluation database, it is expected to display effectively to expand and operate evaluation system.

공공기관에서의 인사관리시스템 도입방안에 관한 연구

강영철 연세대학교 공학대학원 2003 국내석사

IT의 혁신적 발전과 아울러 급속히 변화·발전하고 있는 오늘의 사회 환경 속에서 민간기업에 이어 공공기관 등에서도 여타 물적자원에서 나아가 이제는 인적자원의 중요성을 그 무엇보다도 심각하게 인식하고 있는 상황이다. 이에 각 민간기업 및 공공기관들은 인적자원의 효율적이고 합리적인 관리를 위하여 IT환경의 도움을 받고자 노력하고 있으며, 이에 따라 새로운 인사관리시스템 도입을 서두르고 있다. 특히 중앙정부에서는 중앙인사위원회를 중심으로 추진 조직을 구성하여 인사관리시스템 도입을 적극적으로 추진하고 있으며 교육인적자원부는 자체적으로 교원인사관리시스템을 도입하는 등 최근 들어 인사관리시스템 도입이 활발하게 추진되고 있다. 그러나 공공기관이 인사관리시스템을 도입함에 있어 대규모의 조직관리, 잦은 규정 및 법규의 변경, 인사자료의 국가적 활용, 민간기업에 비해 뒤떨어진 시스템 도입수준 등 공공기관의 특성을 잘 이해하지 못하거나 그 특성을 반영되지 않은 상태로 인사관리시스템을 도입하여 그 시스템이 제 역할을 하지 못할 수도 있다는 우려를 낳고 있다. 이에 공공기관이 인사관리시스템을 도입함에 있어 인사관리시스템이 가져야할 조건들을 기능적인 관점과 시스템적인 관점, 그리고 시스템 도입 방법에 대한 관점에서 검토해 보고 그 결과를 시스템 도입을 위한 방안으로 도출한다. 현재 도입이 추진중에 있는 중앙인사위원회의 인사정책시스템(PPSS)과 교육부의 교원인사관리시스템, SAP 의 HR 모듈 및 가장 최근까지 널리 사용되고 있는 공공기관 인사관리프로그램인 GCC인사시스템 등의 사례를 비교 분석한 결과 대체적으로 인력의 확보, 활용, 평가, 보상 측면의 기능적인 범위 면에서는 만족한 수준이다. 그러나 프로세스의 자동화지원, 공공기관 특성의 지원 측면에서는 다소 부족한 면들을 보이고 있다. 공공기관의 경우 인사제도 구체적으로 명문화 되어있고 또 대상수가 기업에 비해 많아 인사업무의 자동화처리가 가능하고 또 필요하다. 그러나 그러한 자동화 방법은 규정이나 지침에 의존도가 높아 공공기관에 특화되기 쉽기 때문에 기업과는 달리 공공기관의 상황에 맞는 시스템 도입이 필요하다. 시스템 도입의 방법적인 측면에서 상급기관의 정책이 우선적으로 고려되어 이상적인 도입절차가 무시되고 있는 상황이다. 최근의 공공기관 사업들이 졸속 시행되고 있다는 비난을 받을 수 있는 근거가 여기에 있다. 정치적인 논리보다는 실제 현황과 능력에 맞는 시스템 도입전략이 필요하다. 향후 도입되는 인사관리시스템은 이러한 문제점을 보완하고 특히, 프로세스 자동화지원, 대규모의 조직에 따른 인사변동 지원, 규정 및 법규의 변화에 유연한 시스템, 다양한 검색지원을 통한 인재 발굴지원, 의사결정시스템을 통한 인사정책 수립지원 등의 업무적인 지원이 가능하도록 고려되어야 한다. 또한 도입되는 시스템의 규모에 따라 적절한 투입인력의 산정과, 도입일정 계획이 수립되어야 하는 등 합리적인 도입방법을 고려해야 할 것이다. Today, our society is changing and developing rapidly due to continued innovation of IT industry. Thus, not only the private companies but also the public organizations are serious aware that human resources are as much important as material resources. Hence, private and public organizations endeavor to introduce some IT environment for efficient and reasonable management of their human resources, rushing to introduce a new human resources management system. In particular, the central government agencies including Central Human Resources Management Committee are organizing a task force to introduce an efficient human resources management system. For example, Ministry of Education and Human Resources has recently introduced a teachers management system, being followed by other ministries and agencies. However, in introducing the human resources system, public organizations face various problems involving the large-scale organization management, frequent changes of codes and regulations, use of the human resources data at a national level, poor human resources management systems falling behind private companies, etc. Moreover, they hurry to introduce a human resources management system which may not reflect the reality facing the public organizations, while they have a poor understanding of the characteristics of the public organizations. Thus, it is feared that the system would not play its own role. Under such circumstances, this study was aimed at reviewing the conditions of the human resources management system for the public organizations from functional and system-wise viewpoints as well as from the viewpoint of introducing the system, and thereby, suggesting some ways to introduce the human resources management system effectively for the public organizations. As result of comparatively analyzing the PPSS being introduced by Central Human Resources Management Committee, teachers' management system operated by Ministry of Education and Human Resources, HR module of SAP and the GCC human resources management system which has been widely used by the public organizations until recently, it was found that all of them were satisfactory more or less in terms of recruitment, use, assessment and compensation. However, they seem to be more or less poor in terms of supporting the automated process and meeting the characteristics of the public organizations. The pubic organizations have their own human resources management systems specified. But because the public organizations are of larger scale than private companies, it is possible and necessary to automate the human resources management. Nevertheless, since such a method of automation relies highly on codes or guidelines to meet the conditions of the public organizations, it is necessary to introduce a system befitting such conditions. The reality is, however, that since the policies of the supervising organizations should be taken into consideration first, an ideal procedure of introducing the system cannot be followed. Such an argument is well proven by the criticism that many public projects are being hurriedly implemented. Namely, it is necessary to introduce a system in consideration of not political logics but actual conditions and potentials of the pubic organizations. Afterwards, the public organizations are requested to solve such problems and thereby, support automaton of the processes and a full-scale reshuffle, operate the system flexibly in consideration of changing codes and regulations, recruit able persons by searching for them through diverse routes and establish an efficient human resources policy operated by a decision-making system. In addition, the public organizations are obliged to introduce their human resources management systems in a reasonable way by calculating an optimal number of the public officials recruited and thereby, scheduling the recruitment.