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- 저자 : 한인근 ( Inkeun Han ) (검색결과 3 건)
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한인근(InKeun Han) 한국부패학회 2011 한국부패학회보 Vol.16 No.3
The current trends of neo-liberalism in modern society made the competition among nations more severe, so there have been many changes in governmental roles, and governmental reforms in accordance with new public management, which extended it's political influences into the administration. So, the need for the extension of political activities of public servants was gradually increased. This article studied on the civil servants' political neutrality in the perspectives of positive merit systems and environmental changes of today. The method of studying article was the case study. This article analyzed some problems in the personnel systems of political neutrality in Korea through comparing two different judicial precedents on the same case. And this article discussed some findings in the analysis of precedents and recommended some ideas for the improvement of the public personnel systems on the political neutrality in Korea.
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한인근 ( Inkeun Han ) 성균관대학교 국정관리대학원 2013 국정관리연구 Vol.8 No.1
본 논문은 한국의 공·사조직에서의 성과급의 효과성을 메타분석방법으로 연구하였다. 분석결과를 통해 성과급에 관한 일반적 특징을 도출하였고, 공·사조직에서의 효과성을 비교분석하였다. 수집된 자료는 최종42편이 성과급의 효과성 분석에 사용되었다. 그리고 본 논문에서는 서로 다양한 선행연구들을 일관된 기준에 따라 분석하기 위해 가설검증비율이라는 공통된 기준으로 효과성을 분석하였다. 본 연구를 통해 밝혀진 성과급의 효과성에 관한 일반적 특징은 다음과 같다. 첫째, 한국의 공·사조직에서 성과급은 긍정적인 조직관리의 효과를 갖는다. 둘째, 정부기관에서의 성과급의 효과성은 사기업에 비해 낮다. 셋째, 공·사조직에서 성과급이 동기부여에 대해 미치는 효과성은 매우 높다. 넷째, 정부기관의 경우 성과급은 직무만족과의 관계가 높고, 사기업의 경우 성과급은 조직몰입과의 관계가 높다. 다섯째, 공·사조직에서 성과급과 성과의 관계는 동기부여나 태도와의 관계에 비해 가장 낮은 것으로 나타났다. 선행연구에 대한 이와 같은 종합적 연구는 그 표본수가 정부기관 7,426명, 사기업 45,534명에 달하기 때문에 개별 선행연구에 비해 대표성과 일반화의 수준이 높다고 볼 수 있을 것이다. This study examines the effectiveness of the performance pay at the public and the private organizations in Korea by the meta-analysis method. This study uses the rate of hypothesis test as a common criteria to analyze the previous studies which used various analysis methods and different samples. The results of this study suggest some general characteristics of the effectiveness of the performance pay; 1) the performance pay is effective in the positive organization management at both the public and the private organizations. 2) the effectiveness of the performance pay at the public organizations is lower than that at the private organizations. 3) the performance pay is highly effective in the motivation at both the public and the private organizations. 4) the relationship between the performance pay and the job satisfaction is higher at the public organizations, and the relationship between the performance pay and the organizational commitment is higher at the private organizations. 5) the relationship of the performance pay with the performance is relatively lower than the relationship with the motivation or the attitude at both the public and the private organizations. Since it is the more comprehensive study using the greater sample size with 7,426 persons at the public organizations and 45,534 persons at the private organizations compared with previous studies, this study would present more reliable representativeness and degree of generalization than the previous each study.
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韓國 公務員의 勤務成果 및 職業生活 滿足度에 관한 硏究
韓仁根 동아대학교 부설 사회과학연구소 1993 사회과학논집 Vol.10 No.-
The purpose of this study is to explain the determinants of job performance and work life satisfaction. Job performance is an important concept which represent the interests of manager class. And work life satisfaction is a concept that represent the interests of employee group. So both concept may have opposite implication of two groups in the organization. Empirical research was done for some hypothesis with 734 public servants and the results are as follows. (1) Job performance and work life satisfaction have a little correlation (.1519) but the one concept was not a determinants of the other concept. (2) In personal traits, responsibility, ability, role recognition, internal control orientation have higher relationship with performance than with work life satisfaction. But the volition of job choice was more related with work life satisfaction. (3) Socio-Psychological variables as belongingness, job security and relationship with peers have higher correlations with work life satisfaction. Only participation has higher correlation with performance. (4) Organizational settings as hierarchy, role conflict, coersiveness, leadership, organizational commitment, job satisfaction have higher correlations with work life satisfaction than with performance. (5) Job characteristics don′t have any certain trend. Autonomy and variety are more related with work life satisfaction. But significance, feedback and identity are more related with performance. (6) The determinants of performance are ability, significance, role recognition, job oriented leadership, organizational commitment but the determinants of work life satisfaction are job satisfaction, organizational commitment, pay satisfaction, autonomy, employee oriented leadership, responsibility, job security and growth need strength. In conclusion, there are only one variable(organizationa1 commitment) which influence performance and work life satisfaction at a same time. And the determinants of one dependent variable are differ with that of another dependent variable. So we must have seperate personnel strategy for the performance and work life satisfaction. In case of leadership, the job oriented leadership is more useful for the performance, but employee oriented leadership is more useful for the work life satisfaction. So we need to adopt contingency leadership theory in Korean bureaucracy.
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