공공부문 성과관리제도의 수용성과 효과성 인식에 관한 경험적 연구 = 국가보훈처의 사례를 중심으로

다국어 초록 (Multilingual Abstract)

  While there is a growing number of studies on BSC(Balanced Score Card) in the public sector, there has been little efforts to identify where the organization navigates after the introduction of BSC. Much has been discussed about the pros and cons in BSC, but little has been discussed about how people are willing to accept the BSC and perceive the organizational effectiveness at work under the BSC environment. From such a point of view, this study argues that performance coaching and perceived linkages among vision, strategies, and KPIs matter when they come to willingness to accept and perceived effectiveness at work. Based on the survey of public officials in the Ministry of Patriots and Veterans Affairs, this study finds that getting organizational members involved in building performance management system, while it is important to cascade appropriate KPIs to middle level positions. Various findings are identified and implications discussed.