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      후기 신공공관리(Post-NPM)와 관료제 - 프랑스 지방직 고위공무원단의 인사관리전략을 통해 본 관료제의 탄력성 - = Post-NPM and Bureaucracy: The Flexibility of Bureaucracy observed through French Local Administrators’ HRM Strategies

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      https://www.riss.kr/link?id=A103649267

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      다국어 초록 (Multilingual Abstract) kakao i 다국어 번역

      This study examines the effects of the NPM on the traditional bureaucratic personnel management and the flexibility of the bureaucracy pointed out by Gay et al(2005). For this purpose, this study was conducted by collecting 1,125 senior local government officials called local administrator to examin their tenure and turnover status and to extract their career patterns. In addition, we surveyed 231 local administrators and conducted in-depth interviews with 27 people to examine motivation, career path and job change. According to this study, the French bureaucracy faced big changes when the NPM was introduced and the personnel system based on "motivation", "punishment", "target recruitment". But, the change is not a fundamental one as it is claimed so often by pro-NPM theorits. The change is merely a hybridization or fusions. HR management of local administrators is convergent and it is evident at three levels. First, the local administrative organization considered as an organization with a vertical hierarchy is not so hierarchical in reality. Second, according to the autonomy principle of the local administration, which guarantees for mayors the right to choose or dismiss a local administrator according to his or her needs, the myth of employment stability, which has long been regarded as a privilege of public officials, is not observed. In addition, the subject of the decision of the local administrators was the elected civil servants and the local administrators themselves, rather than the basic laws of local governments. Third, the collective identity of local administrators as cooperatist is strengthened. In conclusion, this observation supports the arguments of the 'flexible bureaucracy' theory, which is one of the theoretical topologies of the post-NPM : bureaucracy is more flexible than it is assumed and adaptable to changes.
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      This study examines the effects of the NPM on the traditional bureaucratic personnel management and the flexibility of the bureaucracy pointed out by Gay et al(2005). For this purpose, this study was conducted by collecting 1,125 senior local governme...

      This study examines the effects of the NPM on the traditional bureaucratic personnel management and the flexibility of the bureaucracy pointed out by Gay et al(2005). For this purpose, this study was conducted by collecting 1,125 senior local government officials called local administrator to examin their tenure and turnover status and to extract their career patterns. In addition, we surveyed 231 local administrators and conducted in-depth interviews with 27 people to examine motivation, career path and job change. According to this study, the French bureaucracy faced big changes when the NPM was introduced and the personnel system based on "motivation", "punishment", "target recruitment". But, the change is not a fundamental one as it is claimed so often by pro-NPM theorits. The change is merely a hybridization or fusions. HR management of local administrators is convergent and it is evident at three levels. First, the local administrative organization considered as an organization with a vertical hierarchy is not so hierarchical in reality. Second, according to the autonomy principle of the local administration, which guarantees for mayors the right to choose or dismiss a local administrator according to his or her needs, the myth of employment stability, which has long been regarded as a privilege of public officials, is not observed. In addition, the subject of the decision of the local administrators was the elected civil servants and the local administrators themselves, rather than the basic laws of local governments. Third, the collective identity of local administrators as cooperatist is strengthened. In conclusion, this observation supports the arguments of the 'flexible bureaucracy' theory, which is one of the theoretical topologies of the post-NPM : bureaucracy is more flexible than it is assumed and adaptable to changes.

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      참고문헌 (Reference)

      1 김상묵, "한국인의 공공봉사 동기" 집문당 2013

      2 은재호, "프랑스 내무행정시스템의 현황과 전망 : 한국 중앙-지방 분권의 개혁방향 모색을 위한 탐색적 연구" 한국비교정부학회 16 (16): 63-88, 2012

      3 이종수, "탈신공공관리(Post-NPM) 개혁 전략의 모색" 서울행정학회 21 (21): 29-47, 2010

      4 Hofstede G., "Values Survey Module 1994 Manual" Institute for Research on Intercultural Cooperation 1994

      5 Bourgon J., "Un gouvernement flexiblen responsable et respecté : vers une « nouvelle » théorie de l’administration publique »" 73 : 7-28, 2007

      6 Gay P., "The values of bureaucracy" 2005

      7 Thompson P., "The values of bureaucracy" 2005

      8 Tolbert P. S., "The boundaryless career; a new employment principle for a new organisational era" Oxford University Press 331-349, 1996

      9 Arthur M.B., "The boundaryless career ; a new employment principle for a new organisational era" Oxford University Press 1996

      10 Dunleavy P, "The New Public Service : Serving Rather than Steering" 60 (60): 9-16, 2000

      1 김상묵, "한국인의 공공봉사 동기" 집문당 2013

      2 은재호, "프랑스 내무행정시스템의 현황과 전망 : 한국 중앙-지방 분권의 개혁방향 모색을 위한 탐색적 연구" 한국비교정부학회 16 (16): 63-88, 2012

      3 이종수, "탈신공공관리(Post-NPM) 개혁 전략의 모색" 서울행정학회 21 (21): 29-47, 2010

      4 Hofstede G., "Values Survey Module 1994 Manual" Institute for Research on Intercultural Cooperation 1994

      5 Bourgon J., "Un gouvernement flexiblen responsable et respecté : vers une « nouvelle » théorie de l’administration publique »" 73 : 7-28, 2007

      6 Gay P., "The values of bureaucracy" 2005

      7 Thompson P., "The values of bureaucracy" 2005

      8 Tolbert P. S., "The boundaryless career; a new employment principle for a new organisational era" Oxford University Press 331-349, 1996

      9 Arthur M.B., "The boundaryless career ; a new employment principle for a new organisational era" Oxford University Press 1996

      10 Dunleavy P, "The New Public Service : Serving Rather than Steering" 60 (60): 9-16, 2000

      11 Perry J.L., "The Motivational Bases of Public Service" 1990 : 367-373, 1990

      12 Burns T., "The Management of Innovation" Oxford university 1981

      13 Weick, K. E, "The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster" 38 : 628-652, 1980

      14 Lascumes P, "Sociolgie de l’action publique" Armand Colin 2007

      15 Perry J. L., "Revisiting the Moviational Bases of Public Service: Twenty Years of Research and an Agenda for the Future" 681-690, 2010

      16 Osborne D, "Reinventing Government : How the Entrepreneurial Spirit Is Transforming the Public Sector" Addison-Wesley 1992

      17 Marsaud J., "Recul, redéploiement ou déploiement du management dans les communes ? Questions et tentatives de réponses à partir de l’expérience de Saint-Denis, 7ème colloque international de la revue de Politiques et Management Public, 04/11/1994. 3 Mintzberg H., Manager, ce que font vraiment les managers, Vuibert"

      18 Moore M. H., "Public Value as the Focus of Strategy" 53-, 1994

      19 Pollit Ch, "Public Management Reform" 2000

      20 Thurmaier, Kurt, "PerspectiveonCityCountyConsolidationanditsAlternatives" M.E.Sharpe 2004

      21 "Mobilité des cadres"

      22 Chanut V., "L’Etat didactique : éduquer au management public les cadres du Ministère de l’Equipement" L’Harmattan 2004

      23 "Loi n° 2009-972 du 3 août 2009 relative à la mobilité et aux parcours professionnels dans la fonction publique"

      24 Pyun H., "Les carrières motiles constituent-elles une réponse face à un environnement en mutation ? Etude de cas sur les administrateurs territoriaux, Thèse soutenue le 11/12/2010"

      25 Halbwachs M., "Les cadres sociaux de la mémoire" Librairie Alcan 1925

      26 "Les administrateurs, livret statistique" 6 : 2006

      27 Lamarzelle D., "Le management territorial ; une clarification des rôles entre élus et cadres territoriaux" Editions du Papyrus 1997

      28 Santo V.M, "Le management public" PUF 1993

      29 Lamarzelle D., "La face cachée de la territoriale" Editions du Papyrus 2005

      30 Halbwachs M., "La Mémoire collective" Puf 1950

      31 Pasquier R., "La France et la décentralisation : les systèmes territoriaux de l’Union européenne" 362 : 13-18, 2011

      32 Hatem F., "Investissement International et politiques d’attractivité" Economica 2004

      33 Amossé T., "Interne ou externe, deux visages de la mobilité professionnelle" 2003

      34 Gay P., "In Praise of Bureaucracy" Sage 2000

      35 Bodineau P, "Histoire de la décentralisation" PUF 1993

      36 Boyer R., "Evolution des modèles productifs et hybridation: géographie, histoire et théorie" CEPREMAP, CNRS et EHESS 1997

      37 Weber M., "Economie et société" Librairie Plon 1971

      38 Jouin, P., "Déontologie du fonctionnaire territorial ; tentative de clarification des compétences, responsabilités et devoirs des cadres dirigeants des collectivités territoriales" Hôtel de Ville 1996

      39 Lawrence P.R, "Differentiation and integration in complex organizations" 12 (12): 1-47,

      40 Boltanski L., "De la justification ; les économies de la grandeur" Gaillimard 1991

      41 Hofstede G., "Culture’s Consequences: International Differences in Work-related Values" Sage Publications 2001

      42 Christensen T., "Complexity and Hybrid Public administration – theoretical and empricial challenges" 407-423, 2011

      43 Frederickson H. G., "Comparing the Reinventing Government Movement with the New Public Administration" 56 (56): 263-270, 1996

      44 Popper K.R., "Bibliothèque scientifique Payot" 1973

      45 Hood Ch., "A public management for all seasons?" 69 (69): 3-19, 1991

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      2020-01-01 평가 등재학술지 유지 (재인증) KCI등재
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