성과평가제도의 운영 요인 및 조직 효과성 분석 -공공기관의 전략적 선택과 제도적 조응을 중심으로-

조희진 ( Hee Jin Cho ),장용석 ( Yong Suk Jang ) 한국정책학회 2014 韓國政策學會報 Vol.23 No.1

본 연구는 공공기관을 중심으로 확산되고 있는 성과평가제도에 주목하여 이의 운영 요인과 조직 효과성에 미치는 영향을 검증하였다. 분석 결과, 공공기관들은 성과평가제도를 효율성이나 경쟁력을 높이기 위해 운영하기도 하지만 공공부문의 효율성 제고라는 제도적 환경에 조응함으로써 정당성을 확보하려는 목적으로도 운영하고 있음을 알 수 있었다. 그러나 성과평가제도의 운영이 실제 공공기관의 재무적 성과에는 별다른 영향을 미치지 않았다. 이는 성과평가제도가 형식적으로 운영되고 있음을 시사한다. 반면, 성과평가제도의 운영이 조직 구성원들의 인지적 성과에는 긍정적인 영향을 미치고 있었다. 이를 통해 성과평가제도가 공정성과 객관성을 확보하고 성과와 보상 간의 연계가 명확하며 조직 구성원들의 잠재력을 발휘할 수 있도록 운영된다면 향후 재무적 성과에도 긍정적인 영향을 미칠 수 있으리라 기대해 볼 수 있다. This study explored what factors affected the extent to which the performance appraisal was implemented and whether the level of implementation increased the organizational performance of the Korean public agencies. Analyzing the data from the 2005 and 2007 Workplace Panel Survey conducted by the Korea Labor Institute, we found that the Korean public agencies implemented the performance appraisal not only to strategically adapt to managerial needs and technical demands but also to increase organizational legitimacy by conforming to changing institutional environments. Actual financial performance of the public agencies, however, was not significantly improved by the implementation of the performance appraisal. In this way, Korean public agencies took advantage of the performance appraisal rather symbolically to gain legitimacy and social support. On the other hand, the performance appraisal affected positively the cognitive performance of the public employees. The system of performance appraisal needs to be operated fairly and objectively, designed to correctly evaluate the contribution and capability of the employees and to connect closely between performance and incentives, and which, in turn, will eventually improve the financial performance of the public agencies.

성과정보의 활용이 조직성과 개선에 미치는 효과 : 참여적 의사결정의 조절효과

김태희(Taehee Kim) 한국국정관리학회 2021 현대사회와 행정 Vol.31 No.3

성과관리 (performance management)는 조직의 계획 및 목표 달성 여부, 조직이 창출한 일련의 부가가치 및 실적에 대한 체계적인 모니터링, 평가 및 환류를 통해 조직자원의 효율적･효과적 활용을 도모하여, 조직 전체의 효과성 제고를 견인할 수 있는 전략적 관리메커니즘으로 그중요성이 강조되고 있다. 성과관리가 갖는 긍정적 측면에도 불구하고, 성과관리가 형식적으로 이뤄지거나, 평가결과의 활용도가 높지 않다는 비판 또한 제기되고 있다. 더불어, 다양한 성과 평가제도의 개발, 도입 및 운영에 관한 관심은 높지만, 성과관리제도의 활용을 통해 도출된 다양한 형태의 성과정보 활용에 관한 관심은 상대적으로 미흡한 실정이다. 또한, 성과관리 및 측정 관련 상당한 연구가 진행되었음에도, 성과관리의 실질적인 효과에 관한 연구는 상대적으로 부족한 실정이다. 이에 본 연구는 성과정보활용(performance information use)에 대한 논의를 제시하고, 성과정보의 활용이 조직성과에 미치는 효과를 실증적으로 검증함으로써, 이와 관련 이론적 그리고 실무상의 함의를 제시하는 것을 목적으로 한다. 성과정보의 활용과 조직성과 간의 관계를 실증적으로 검증하면서, 참여적 의사결정의 조절효과를 함께 검증한다. Performance-based management or managing for results has been advocated as an effective tool for improving public accountability as well as organizational effectiveness. In this regard, there have been many studies on performance management, its design and impacts. Benefits of performance management can be realized only when performance information is used by organizational managers in their decision-makings. However, less attention is given to actual use of performance information in decision-makings and its impacts on organizational performance. That is, questions remain about how managers use performance information in their decision-makings and how this performance information use affects organizational performance by focusing on the performance management practices in healthcare. Thus, we examine the relationship between manager s purposeful performance information use and organizational performance with consideration of the moderating role of participative decision-makings using data from a survey of nearly 1,000 top-level hospital managers from public, private, and nonprofit American hospitals. Findings and implications are discussed.

지리적 접근성이 국제투자펀드의 성과에 미치는 영향: 일본과 중국 투자펀드를 대상으로

박영규 ( Young K. Park ),송인욱 ( In Wook Song ) 한국금융학회 2010 금융연구 Vol.24 No.3

최근 들어 글로벌 자본시장이 단일화 되고 있음에도 불구하고, 지리적 접근성과 정보 접근성의 관계 및 투자자들의 Home Bias(근접지역 주식선호) 현상에 대한 국제적(Cross Border) 차원의 연구는 거의 이루어지지 못했다. 이에 본 연구는 일본과 중국시장에 투자하는 펀드를 대상으로 펀드투자지역과 운용지역간의 지리적인 접근성이 펀드성과와 관련이 있는지를 테스트 하였다. 2000년 3분기부터 2007년 4분기까지 일본과 중국에 투자하는 국제투자펀드를 대상으로 운용사의 위치에 따라 지리적으로 가까운 곳에서 운용되는 펀드그룹(Asia)과 그 외 지역에서 운용되는 펀드 그룹(Others)로 나누어 펀드의 성과 차이를 비교하였다. 분석결과, 성과가 가장 우수한 펀드 그룹 간에는 Others 지역에서 운용되는 펀드의 성과가 우월하며, 성과가 가장 낮은 그룹에서는 Asia 지역에서 운용되는 펀드의 성과가 나은 결과를 얻었다. 이는 중국이나 일본에 투자하는 구미의 펀드들 중 최상위 그룹은 아시아지역에서 운용되는 펀드들에 비해서 지리적 거리에도 불구하고 정보 취득 면에서 열세에 있지 않으며 오히려 운용능력이 우월하지만, 원거리에서 운용하는 최하위 그룹펀드들은 근거리에서 운용되는 최하위그룹에 비해 정보적인 열세에 극복하지 못하기 때문인 것으로 유추된다. 연구자들은 추가적인 성과의 성분(Performance attribute) 분석을 통해 Others 지역펀드들이 종목선택능력에 우위를 Asia 지역 펀드들이 타이밍능력에 우위가 있음을 발견함으로써 이러한 해석의 유효성을 지지하였다. Despite the globalization of international capital markets, the majority of investment volume goes to local markets. Very little research has been conducted to test the validity of this ``home bias`` phenomenon in international capital markets. This study aims to test the relationship between the geographic distance and investment performance with funds that invest in Japan and China. For this purpose, using Thomson Financial International Mutual Fund data for the period between 2000 and 2007, we selected funds that invested in Japan and China. We divided the funds into the ``Asia`` and ``Others`` groups depending on whether they were managed in Asia (the local region) or Others (remote regions) to compare local and remote funds in terms of performance. We can summarize our test results as follows. First, the raw return of funds managed in Asia and that of funds managed in Others are compared. The difference between the two groups is not significant for both Japan and China funds. On the other hand, when we compare the performance of the Asia group with that of the Others group in relation to each of four quartiles identified with respect to performance, the Asia funds show better performance in the bottom quartile whereas the Others funds show better performance in the top quartile. This difference is more prominent during the bearish period but not clear during the bullish period for both Japan and China funds. Second, we compare funds managed in Asia with those managed in the Others region in terms of the risk adjusted return. Both Jensen`s alpha and the Carhart four-factor model are used to compare the risk-adjusted returns. Again, there is no significant performance difference between funds managed in Asia and funds managed in the Others region as a whole, but the Asia group outperforms Others in the bottom performance quartile while the Others group outperforms Asia in the top performance quartile. We can describe the above results as follows: there is less variance in the investment performance across managed funds that are geographically proximate. Third, we conduct performance-attribute analysis using the Daniel, Grinblatt, Titman, and Wermers (1997) method. We find that in terms of the characteristic selectivity (CS), the Asia group is better than the Others group only in the bottom performance quartile whereas the Others group is better than the Asia group in the top as well as second quartiles. These results hold regardless of whether the market is bullish or bearish for both China and Japan funds. In terms of the characteristic timing (CT), we find a slightly different result. In the bottom-quartile comparison, the Asia group is better regarding both Japan and China funds, but in the top-quartile comparison, the Others group is better for only Japan funds and not china funds. Furthermore, when we consider the market condition, we find that the Asia group has better timing ability in every performance quartile under the bullish market condition, while the Others group has better (Japan) or equally good (China) timing ability in only the top quartile under the bearish market condition. in Sum, we find that at the top tier, fund managers in the remote region are very competitive despite their geographical distance and do not seem to have any disadvantage in accessing local information. On the other hand, the geographic distance still matters for the low-performance group in the remote region as they consistently underperform low performance group in the local region. then, we further examine how remote managers in the top quartile not only are competitive, but even outperform local managers in the top quartile. We find that the better performance of the Others group in the top quartile is based mostly on their better performance in the bearish period since there is no significant performance difference in the bullish period. Therefore, we would interpret this result as follows: the Others group is better in fundamental analysis and risk management, which is rewarded more during the bearish period. The additional performance-attribute analysis supports this proposition since the Others group shows better ability in stock selection whereas the Asia group shows better ability in market timing. These study results can provided valuable lessons for the international fund management industry in deciding their management location and has an academic contribution as it tries to extend Coval and Moskowitz`s (1999, 2001) research to the international fund domain.

Evaluation of Performance Capability for Emergency Management in 31 Provinces of China in 2014-2015

An Chen,Chao Fan 위기관리 이론과 실천 2016 위기관리 이론과 실천 학술대회 Vol.2016 No.08

Performance capability of emergency management refers to the actual performance of the emergency management of an organization, individual or region. The improvement of the government's emergency management capacity is of great significance to the effective response of a country or local emergency. Performance capability evaluation of emergency management for an organization, individual or region can reflect their capability of emergency management, so as to help them make a more clear and comprehensive judgment to the ability of emergency response, enhance the ability of emergency response, promote China’s emergency response capability and reduce the loss of life and property caused by emergency. The report of Evaluation of performance capability for emergency management in 31 provinces of China in 2014-2015 is jointly issued by Public Management Professional Committee in Society of Management Science of China, Ouhua’ antai Risk and Crisis Emergency Research Institute, Emergency Management Institute of Henan Polytechnic University in 21th January, 2016. In the report, firstly, the 10 worst disaster incidents of each province in 2014-2015 are selected, and then every index of the accidents is graded through being analyzed with consulting American evaluation index system for emergency management and the reaction of the different kinds of accidents. At last, the weighted averages of the indexes are worked out. Meanwhile, the performance capability for emergency management in 31 provinces of China in 2014-2015, including precautions, responses and aftermath, is evaluated qualitatively and quantitatively from aspects of natural disasters, human disasters and comprehensive performance. Based on it, the relevant performance capability is ranked and classified according to four grades: excellent, good, medium and poor. The evaluation report shows that comprehensive performance of Beijing and other 5 provinces is excellent; comprehensive performance of Jiangxi and other 13 provinces is good; comprehensive performance of Chongqing and other 10 provinces is medium; comprehensive performance of Tianjin and some other provinces is poor. To sum up, the excellent evaluation depends on whether the reasonable measures have been taken and whether the better result have been seen; the good and medium evaluation implies that there is some situation discovered in those provinces, just like the worse results in several accidents and lack of risk consciousness; the others are evaluated for the poor performance capability because of their faults full from the precautions to the aftermath. The report also attracts some friends from domestic mainstream media, such as the Paper, Sohu, China News, Science Net and China Youth Online, who consider that the performance capability for emergency management of China’s provinces is cognized deeply and the feasible blueprint is drawn on improving capability for emergency management in China through the report.

Ratee Influence in Targe-Setting and Target Achievability: An Empirical Analysis of Objective Performance Measures

( Youn Sik Choi ) 한국회계학회 2014 회계학연구 Vol.39 No.2

Empirical research in performance-based compensation has been silent on the performance target, which generates important incentives whenever the subordinates can influence the target-setting process. Moreover, research overlooks the effect of simultaneous use of different types of participative target setting methods on the subordinates` strategic response. In the ratcheting literature, target performance is generally treated as a threshold performance level that triggers bonus compensation. This target performance provides the subordinates with a constructive incentive to exert at least the threshold level of effort. On the other hand, because better performance can result in a less attainable future target performance via target ratcheting, the subordinates can also have a destructive incentive not to give the best level of effort for maximal performance. Most prior studies have not ill uminate various destructive incentives of the subordinates in the target-setting process while assuming that the superior can discern the proper target performance easily and quickly. Practically, the superior has difficulty in identifying proper performance because output performance is affected not only by input resources (e.g. subordinates efforts) but also by market conditions and production functions that are complicated and/or obscure to the superior. In order to promote the accuracy of target performance, the superior try to engage the subordinates in the target-setting process. The superior is likely to seek for communication with the subordinates in circumstances that adversely affect the accuracy of discerning the proper target performance. Participative target setting, however, may not work as expected. The subordinates can also have another destructive incentive to derive more achievable target performance by exerting their influence through the target-setting process. This study investigates how the subordinates exert influence on targets through negotiations with the superior by focusing on the ratchet parameters. This study is built on the findings documented in Choi and Hwang (2012), which suggest that when the subordinates succeed (fail) in meeting target performance, the probability of achieving target performance in the following period decreases (increases) with how sensitively target performance ratchets in response to actual performance in the current period. I find that the slope of the ratchet principle is smaller (larger) when the subordinates beat (miss) targets as they exert greater influence in the target-setting process. This implies that the more difficult-to-achieve target performance are set when the subordinates have less influence on the target-setting process. I also find that the serial correlation of target achievability, documented in Indjejikian and Nanda (2002), is reinforced as the subordinates have more influence. My findings mention that, from a perspective of the level of targets, the participative target-setting may produce an adverse effect as the subordinates exercise more influence. As opposed to tight and challenging targets recommended by prior studies, targets set by an active interaction between the superior and the subordinates tend to be loose and achievable. The subordinates` strategic response to the ratcheting slope may be concrete evidence on the creation of slack documented in prior studies. However, I do not argue that the superior should stop involving the subordinates in the target-setting process. There are several purposes using the participative target-setting. Especially, it is important that participation can provide the subordinates with higher satisfaction and motivate them for better performance. Since the subordinates` true capabilities are unobservable, it is inevitable for the superior to depend on the subordinates` cooperation in target-setting. My findings suggest that, in order to successfully design or implement performance-evaluation system in terms of motivational purpose, the superior should understand how the subordinates try to decrease target-level through the target-setting process. In addition, the accounting profession is to develop sound performance-evaluation system that provides the superior with means to induce positive net benefit from the trade-off between motivational effect of performance-improvement and adverse effect of target-decrease, accompanied by the active participation of the subordinates.

Ratee Influence in Targe-Setting and Target Achievability: An Empirical Analysis of Objective Performance Measures

최연식 한국회계학회 2014 회계학연구 Vol.39 No.2

Empirical research in performance-based compensation has been silent on the performance target, which generates important incentives whenever the subordinates can influence the target-setting process. Moreover, research overlooks the effect of simultaneous use of different types of participative target- setting methods on the subordinates’ strategic response. In the ratcheting literature, target performance is generally treated as a threshold performance level that triggers bonus compensation. This target performance provides the subordinates with a constructive incentive to exert at least the threshold level of effort. On the other hand, because better performance can result in a less attainable future target performance via target ratcheting, the subordinates can also have a destructive incentive not to give the best level of effort for maximal performance. Most prior studies have not illuminate various destructive incentives of the subordinates in the target-setting process while assuming that the superior can discern the proper target performance easily and quickly. Practically, the superior has difficulty in identifying proper performance because output performance is affected not only by input resources (e.g. subordinates efforts) but also by market conditions and production functions that are complicated and/or obscure to the superior. In order to promote the accuracy of target performance, the superior try to engage the subordinates in the target-setting process. The superior is likely to seek for communication with the subordinates in circumstances that adversely affect the accuracy of discerning the proper target performance. Participative target- setting, however, may not work as expected. The subordinates can also have another destructive incentive to derive more achievable target performance by exerting their influence through the target-setting process. This study investigates how the subordinates exert influence on targets through negotiations with the superior by focusing on the ratchet parameters. This study is built on the findings documented in Choi and Hwang (2012), which suggest that when the subordinates succeed (fail) in meeting target performance, the probability of achieving target performance in the following period decreases (increases) with how sensitively target performance ratchets in response to actual performance in the current period. I find that the slope of the ratchet principle is smaller (larger) when the subordinates beat (miss) targets as they exert greater influence in the target-setting process. This implies that the more difficult-to-achieve target performance are set when the subordinates have less influence on the target-setting process. I also find that the serial correlation of target achievability, documented in Indjejikian and Nanda (2002), is reinforced as the subordinates have more influence. My findings mention that, from a perspective of the level of targets, the participative target-setting may produce an adverse effect as the subordinates exercise more influence. As opposed to tight and challenging targets recommended by prior studies, targets set by an active interaction between the superior and the subordinates tend to be loose and achievable. The subordinates’ strategic response to the ratcheting slope may be concrete evidence on the creation of slack documented in prior studies. However, I do not argue that the superior should stop involving the subordinates in the target-setting process. There are several purposes using the participative target-setting. Especially, it is important that participation can provide the subordinates with higher satisfaction and motivate them for better performance. Since the subordinates’ true capabilities are unobservable, it is inevitable for the superior to depend on the subordinates’ cooperation in target-setting. My findings suggest that, in order to successfully design or implement performance-evaluation system in ter...

공동주택 발코니 창호의 성능기반지표 개발을 위한 요구성능 조사

문현준(Hyeun Jun Moon),유승호(Seung Ho Ryu),양기영(Gi Young Yang) 대한설비공학회 2009 대한설비공학회 학술발표대회논문집 Vol.2009 No.-

Window system is an essential component for lighting, ventilation and thermal environment in buildings. Moreover, as balcony extension in apartment houses become legalized, the performance requirements of window systems in balcony space are getting complicated. However, at this moment, five properties of the windows are used to represent the performance aspects of the system, including wind resistance, air tightness, water tightness, sound insulation, thermal resistance. And such single properties are not capable to express the performance of a space with the window systems in terms of performance concept. A performance analysis with wholistic approach is required to see the effect of the window system in built environment. Thus, performance-based approach should be established, which will be able to evaluate the goal/function and comfort of occupants/owners. As the first step to develop the performance indicator for the window systme for balcony space, this study conducts a survey to find the required performance aspects. A complete set of performance-based indicators will be developed with verification methods in the later stage of research.

역량개발 중심의 성과관리제도를 위한 관리자의 역할: 역량개발과 변혁적 리더십의 조절-매개 효과를 중심으로

류근필,김창진 한국행정학회 2020 韓國行政學報 Vol.54 No.2

This study addressed two research questions: (1) Does competency development mediate the relationship between organizational performance management and individuals' performance? (2) How does transformational leadership have a moderating effect given that competency development mediates the relationship between organizational performance management and individual performance? For data analysis, we employed the “2018 Public Officials' Opinion Survey of the Korean Institute of Public Administration.” The findings are as follows. First, performance management has a directly positive effect on the levels of perceived performance. Second, a partial mediating effect of competency development on the relationship between performance management and individual performance was found. From the mediated-moderation analysis, we found that (1) transformational leadership moderates the path between performance management and competency development (performance management → competency development), and (2) it also had a statistically significant moderating effect on the relationship between competency development and individual performance (competency development → performance), but the effect was negative. Finally, (3) it also had a moderating effect on the organizational performance management and individual performance paths (performance management → individuals' perceived performance), and as expected, the effect was positive. 본 연구는 (1) ‘역량개발은 조직 성과관리와 개인의 업무성과의 관계를 매개하는가?’ (2) ‘조직 성과관리와 개인 업무성과의 관계를 역량개발이 매개한 상태에서 변혁적 리더십이 어떤 조절효과를 가지는가?’에 대한 연구 질문을 제기하였다. 연구모형의 분석을 위해 한국행정연구원의 2018년 공직생활실태조사 자료를 활용하였다. 결론적으로 본 연구에서는 성과관리가 직접적으로 개인의 업무성과에 양(+)의 관계를 갖는다는 것을 발견하였다. 또한, 성과관리는 개인의 역량개발에 긍정적인 영향을 주며, 개인의 역량개발 역시 업무성과에 영향을 미치고 있어, 성과관리와 개인의 업무성과의 관계에서 역량개발의 부분적인 매개효과를 발견하였다. 마지막으로 변혁적 리더십은 3가지 경로 모두에서 조절효과가 있음을 발견하였다. (1) 변혁적 리더십이 조직 성과관리에서 역량개발 사이(성과관리 →역량개발)의 경로를 통계적으로 유의미하게 조절하였다. (2) 변혁적 리더십은 역량개발과 개인성과의 경로(역량개발→업무성과) 관계를 통계적으로 유의하게 조절하였으나, 그 영향은 부(-)의 방향으로 작용하였다. 마지막으로 (3) 변혁적 리더십은 조직 성과관리와 개인 업무성과(성과관리→업무성과) 경로에서 조절효과가 있었으며, 그 영향은 양(+)의 방향으로 조절하였다.

정부기관 재정성과관리의 현황과 과제:성과측정의 역설을 중심으로

유승현 서울대학교 한국행정연구소 2013 行政論叢 Vol.51 No.3

Performance management consists of integrated efforts to plan, do, and see the work of people and organizational units for improving performance. Performance measurement provides objective and relevant information on program or organizational performance in order to strengthen management and inform decision making related to performance management. Reliable and valid performance measurement is essential to successful performance management from this perspective. People tend to be oriented to the production of information favorable to their performance score rather than reliable and valid performance information in the field of government agencies. This behavior can lead to the paradox of performance measurement where there is a weak correlation between performance score and actual performance. The purpose of this paper is to examine how government financial performance management works focusing on the paradox of performance measurement using the case of the Financial Performance Goal Management System of Korea and to suggest some significant policy implications for improving its efficacy. 성과관리는 기관 또는 사업의 성과향상을 위한 계획(plan)・실행(do)・평가(see) 등을 포괄하는 일련의 통합적인 관리 노력이다. 이 과정에서 성과측정은 계획・실행・평가 등과 관련한 의사결정을 지원하기 위한 다양한 정보를 제공하는 성과관리의 핵심적인 구성요소이다. 따라서 신뢰성 있고 타당성 있는 성과측정은 성과관리가 성공적으로 작동되기 위한 필수 전제조건이다. 그러나 실제 현실에서는 공공부문의 속성 상 내재되어 있는 성과측정의 어려움과 성과측정에 따른 보상 또는 징벌 위주의 운영방식이 결합되어, 성과측정이 그 신뢰성이나 타당성보다는 피측정자의 이익에 초점을 맞추는 경향이 감지되고 있다. 이와 같은 현상은 성과측정을 강조할수록 성과관리가 진정한 성과향상과는 괴리되는 역설적인 상황에 처할 위험을 초래할 수 있다. 이러한 문제인식 하에 본 논문은 성과측정의 역설에 초점을 맞추어 재정성과목표관리제도를 사례로 우리나라 정부기관의 재정성과관리 실태를 분석하고 그에 따른 거시적인 개선방향을 논의하였다. 이와 같은 목적을 달성하기 위해 재정성과목표관리제도의 대상기관인 50개 중앙관서의 성과보고서 작성 실무담당자 및 성과목표별 성과지표 담당자와 관련 전문가를 대상으로 한 설문조사 결과와 각종 정부자료를 토대로 다각적인 분석을 시도하였다. 분석결과, 성과지표, 측정방법, 목표치, 실적치와 관련한 다양한 병리현상과 그로 인한 성과측정의 위험이 감지되었으며, 그 인식정도는 일정 부분 기관형태 및 기관유형, 공무원 근무년수에 따라 차별적으로 나타났다.

‘아트 서커스’에 나타난 공연자의 자기 표현적 퍼포먼스 - 다니엘 핀지 파스카 연출의 < 라 베리타(La Verita) >를 대상으로

고내현 ( Ko Na-hyun ) 한양대학교 공연예술연구소 2018 공연예술연구 Vol.6 No.-

본 연구에서는 ‘아트 서커스(art circus)’를 문화적 퍼포먼스(cultural performance)의 관점에서 고찰하여 실제 공연된 아트서커스 작품에 나타난 폭력적 정치문화와 희생제의 패러디를 통해 공연자의 자기 표현적 퍼포먼스가 수행되었음을 규명하려 했다. 일반적으로 고전적인 서커스는 공식적인 종교적 제의로 시작되었으나, 귀족 가문들의 재력과 정치적 영향력을 과시하기 위한 세속적 성격의 정치적 선전도구로 변화했다. 반면 1970년대 등장한 ‘아트 서커스’는 하나의 놀이 문화로서 현대의 대중 서커스를 수용하면서 예술적 혁신을 지향하였다. 억압과 폭력적 정치문화가 잔재해 있는 아트 서커스는 문화적 퍼포먼스로서 공연 과정에서 공연자의 몸과 행위를 통해 주체, 타인, 대상의 삼각 구도 안에서 새롭게 위계질서를 구성하고 배분하며, 궁극적으로 공연자와 관객이 끊임없이 역사적, 사회적, 문화적 기억을 불러내고 재생산하게 한다. 본 연구자는 아트 서커스의 수행적(performative) 구성에 주목하였으며 다니엘 핀지 파스카 연출의 < 라 베리타 La Verita >를 대상으로 행위, 사건, 자기 생산적 피드백을 구조화했다. 이에 < 라베리타 La Verita > 공연에 참여하는 수용자(배우, 관객)의 기억과 관련된 잠재된 층위로서 몸의 현상적 인지적 층위의 의미생산 방식을 크게 세 가지, 동물성과 인간성의 경계, 젠더 수행성, 주변과 중심의 이동으로 분석했다. 이를 통해 극 중 서사적 사건이 환기하는 감각들은 공연자의 몸과 행위를 통해 여러 문화적 담론을 제시하며, 공연자는 자기 지시성과 자기 반영성을 통해 자기 표현적 퍼포먼스를 창조함을 고찰했다. This study is to regard art circus as a cultural performance and to reveal the fact that the violent political culture and its parody of a sacrificial ritual shown in the art circus’ actual performance was a self-representative performance practiced by the performer. In general, although the classical circus started as an official religious ritual, it changed into a secular instrument of propaganda in order to flaunt political and financial power of noble families. On the other hand, ‘art circus’ appeared in the 1970’s embraces modern popular circus as an entertainment culture. For this reason, the art circus composes and distributes new hierarchy within a triangular structure; subject, others, object, as a cultural performance through performer’s body and performance in the process of the performance. The performer and audience constantly reproduce historical, social and cultural memories through the process. This study structuralizes a triangular structure; performance, event and self-productive feedback by focusing on the performative composition of an art circus < La Verita, 2017 > directed by Daniel Finzi Pasca. Overall, this study examines the boundary between animality and humanity, the performativity of gender, and the movement of center and surroundings with the way of producing meaning of phenomenal levels of body as a potential layer regarding to memories of accepters; performers and audiences, participating in the < La Verita, 2017 >. Moreover, through the performer’s body and performance, this study considers the fulfillment of a performer’s self-representative performance involving self-reflexivity and self-referentiality which are evoked by the narrative happenings in the scene and raise various forms of cultural discussions.