공무원 근무실적 평가를 위한 점수제 인사평정제도 도입 방안 = Developing the Score-Based Performance Evaluation System for the Korean Civil Service

다국어 초록 (Multilingual Abstract)

The current situation of economic crisis in Korea demands restructuring the social system more productive and more competitive by eliminating inefficiency. The restructuring is not what we can choose, but what we have to perform urgently.
The purpose of The Score-Based Performance Evaluation System for the Civil Service is also to endow the civil servants with new values such as productivity, efficiency, and competitiveness. However, only when they are institutionalized to provide substantial incentives, new values can be effective. The score-based performance evaluation system is one of the tools to institutionalize new values.
Of course there are tools to induce competitiveness in the current civil service system. The current performance evaluation system appraises civil servants according to their performance, and there are incentive systems such as performance bonus. However, the problem is that these systems only covers a part of whole civil servants and are operated superficially, so that they are not functioning toward inducing the competitiveness in civil services. Therefore, in this study we are developing the alternatives to enforce the competitiveness and efficiency in civil service through designing the score-based performance evaluation.
First of all, this report suggests to adopt and utilize `management by objectives (MBO)` as a performance appraisal method on the upper-level (i.e. above the fourth grade) civil servants. Since there has been no institutionalized appraisal tools for the upper-level civil servants, the performance evaluation system employing MBO is expected to function very effectively.
Second, current performance evaluation system should be improved by changing current evaluation indices from abstract to concrete items and simplifying appraisal methods. Especially, it is required to connect MBO with performance evaluation system so as to systemize personnel management in civil services.
Third, this report suggests to adopt eligibility evaluation for the promotion of upper-level civil servants. The eligibility evaluation appraises the ability and quality of upper-level civil servants in detail. By applying this evaluation jointly with MBO in case of promotion, it is possible to seriously consider the performance factor when managing promotion.
However, these new systems may cause rapid changes on the current personnel management system. Therefore, to make a new system more effective, the following efforts should be made very sophisticatedly and continuously.
First, position classification system based on the precise job analysis should be established as soon as possible.
Second, the new appraisal system should be directly connected to substantial incentive systems such as pay increase and promotion.
Third, since fairness and objectivity is most important in the performance evaluation, there should be continuous efforts to develop and apply quantitative indices to the performance evaluation despite the limit in the actual application.
Fourth, to make the performance evaluation efficiently it is required to delegate the right of personnel management to the lower-level officials in a great deal.
Fifth, the performance evaluation should not be utilized uniformly. It is not possible to evaluate civil servants who are handling diversified administrative functions by using a uniform set of evaluation indices. Therefore, each local government and government ministry should develop and operate their own appraisal systems based on basic model designed in this report.
Finally, to improve professionally and rationality of performance evaluation system it is necessary to actively utilize the experts so called `job analysts`.