責任運營機關의 效率的 運營에 관한 硏究 = (A) Study on the Efficient Operation of Agency System in Korean Government

다국어 초록 (Multilingual Abstract)

This thesis is the study for efficient operation of the Agency system which is introduced as one of the government's reform projects in Korean government and which pursues a government entity's independent responsibilities for its management and operation.
The Agency system which was started by Great Britain in the form of Executive Agency in 1988, was followed by many OECD member countries such as the United States(PBO), Canada(SOA), and New Zealand(Crown Entity). Even though the Agency system varies slightly county to county, its common purpose is to elevate the productivity and efficiency of administration, introducing the private sector's managerial skills to government entities which can be characterized as an executive organization or government enterprise.
In the year 2000, the Korean government launched the Agency system under the name of "Responsible Operating Agency(ROA)," following Great Britain's model. However, the Agency system is still under experimentation status within the Korean government. Adopting the Responsible Operating Agency is in Korea the first comprehensive and representative approach that is based on the performance management system. Besides, the concept of performance management system is not widely accepted in Korean administrative culture.In this regard, the successful institutionalization of the ROA has become a primary concern to evaluate the progress of Korea's administrative reform.
The objectives of this study is to provide useful parameters for policy-making that can help the rapid settlement and successful operation of the performance management system in Korea, analyzing the concurrent problems in the operation of ROA and providing practical guidances for feasible improvement.
This thesis is composed of seven chapters. The background, objectives, contents, and methodology of this study are described in chapter 1. In chapter 2, the backgrounds of the New Public Management and the performance management system are evaluated on the basis of the theoretical review of the Agency system. Also, previous study, operational principles, and characteristics of the system are analyzed. This research is also framed to provide the operative analysis of the core principles, i.e., competitive system, management autonomy, and performance evaluation, and the inter-dependant relationship among them on the basis of the literature review, comparative studies, and questionnaire.
The chapter 3 includes the unique experiences and lessons of other countries which are obtained through comparative and analytical approaches. Actual problems and their countermeasures are identified through the questionnaire and surveys on the public officials who are currently working inside ROAs and management divisions of those Agencies. These findings are described in chapter 4.
In chapter 5, concurrent problems within ROAs are revealed byanalyzing the various factors such as selection and qualification of Agency director, management operation including personnel and budget, product evaluation, and etc. Chapter 6 enumerates improvement plans for ROAs. The plans are recommended based on the literature review, comparative analysis, and recognition survey. Lastly, findings in this study are summarized in chapter 7 with the explanation of problem analysis, recommendations and limitations .
The study on the efficiency of the Agency system in Korea is in a very beginning stage. Although this study tries to identify comprehensively and macroscopically the colors of the newly-started system in its early stage, it deems that the specific areas such as enlargement of management autonomy and objective approaches of performance evaluation need to be studied further. In addition, more studies on the operation result of the Agency system are necessary in order to measure how much the system actually helped to increase the administrative productivity and efficiency. However, it is essential, needless to say, that the findings of these efforts must be conveyed to the policy decision makers of ROAs in oder to operate the Agency system more successfully, to settle the performance management system faster, and to improve the systems further.

목차 (Table of Contents)

• 제1장 서론 = 1
• 제1절 연구배경 및 목적 = 1
• 제2절 연구범위 및 방법 = 4
• 1. 연구범위 = 4
• 2. 연구방법 = 6
• 제2장 책임운영기관제도의 이론적 논의 = 9
• 제1절 행정환경의 변화와 신공공관리론의 등장 = 9
• 1. 행정환경의 변화 = 9
• 2. 신공공관리론의 등장배경 = 11
• 3. 신공공관리의 유형 및 개혁수단 = 12
• 4. 신공공관리론의 지향점 = 14
• 제2절 성과관리체제의 의의 및 내용 = 19
• 1. 성과관리체제의 개념 및 목적 = 19
• 2. 성과계약의 의의와 유형 = 24
• 3. 성과예산제도 = 26
• 4. 성과측정 및 성과측정지표의 유형 = 28
• 제3절 책임운영기관제도에 관한 이론적 고찰 = 34
• 1. 선행연구에 대한 검토 = 34
• 2. 책임운영기관제도의 필요성과 개념적 틀 = 36
• 3. 책임운영기관의 운영원리 및 특성 = 39
• 4. 책임운영기관의 평가 = 45
• 제4절 연구분석의 틀 = 52
• 제3장 책임운영기관제도의 국가간 비교분석 = 54
• 제1절 외국의 책임운영기관제도 운영현황 = 54
• 1. 영구의 책임운영기관(Executive Agency) = 54
• 2. 미국의 성과중심조직(Performance Based Organization) = 69
• 3. 캐나다의 특별운영기관(Special Operating Agency) = 77
• 4. 뉴질랜드의 책임운영기관(Crown Entity) = 88
• 5. 기타 OECD국가의 책임운영기관 = 95
• 제2절 우리 나라 책임운영기관제도 운영현황 = 99
• 1. 도입배경 = 99
• 2. 적용대상 = 102
• 3. 운영방식 = 105
• 4. 성과측정 및 평가 = 116
• 5. 운영성과 = 121
• 제3절 각 국의 책임운영기관제도 비교 = 128
• 1. 적용분야 및 관리체계 = 128
• 2. 기관장 채용 및 직원 신분 = 132
• 3. 조직 및 인사관리 = 133
• 4. 예산 및 회계관리 = 136
• 5. 성과측정 및 성과관리 = 137
• 제4장 책임운영기관 운영에 관한 인식조사 = 139
• 제1절 인식조사의 개요 = 139
• 1. 조사목적 = 139
• 2. 조사대상의 선정 및 표본의 특성 = 140
• 3. 설문지 구성 및 측정도구의 신뢰도 분석 = 144
• 제2절 인식조사 결과 = 149
• 1. 제도 운영에 관한 일반적 인식 = 149
• 2. 대상기관 선정 및 기관장 채용 = 157
• 3. 운영의 자율성 = 168
• 4. 운영성과에 대한 평가 = 177
• 제5장 책임운영기관제도의 문제점 = 191
• 제1절 기관장 채용 및 적용대상의 문제점 = 191
• 1. 기관장 채용상의 문제점 = 191
• 2. 적용대상의 문제점 = 196
• 제2절 관리운영상의 문제점 = 199
• 1. 조직 및 인사관리상의 문제점 = 199
• 2. 예산 및 회계관리상의 문제점 = 201
• 제3절 성과평가상의 문제점 = 208
• 1. 평가체계상의 문제점 = 208
• 2. 성과목표 및 평가지표에 있어서의 문제점 = 210
• 3. 평가방법 및 절차상의 문제점 = 212
• 제6장 책임운영기관의 효율적 운영을 위한 개선방안 = 219
• 제1절 기관장 채용 및 적용대상의 개선방안 = 219
• 1. 기관장 공개채용 활성화 = 219
• 2. 선정기준의 명확화 및 적용대상 확대 = 221
• 제2절 관리운영상의 개선방안 = 226
• 1. 조직 및 인사관리의 자율성 확대 = 226
• 2. 예산관리 자율성 확대 및 회계관리 개선 = 227
• 제3절 성과평가상의 개선방안 = 232
• 1. 평가체계의 합리화 = 232
• 2. 명확한 목표설정과 평가지표의 객관화 = 235
• 3. 평가방법 및 절차의 개선 = 237
• 4. 평가결과의 활용도 제고 = 240
• 제4절 제도에 대한 인식 제고 = 244
• 1. 공직사회의 공감대 형성 = 244
• 2. 적극적 관심과 지원 = 245
• 3. 지속적인 홍보 실시 = 246
• 제7장 결론 = 248
• 참고문헌 = 252
• ABSTRACT = 258
• 부록 : 설문내용 = 261