질적 성과지표의 대표성 제고방안에 관한 연구 = A Study on the Relevance of Qualitative Performance Indicators

다국어 초록 (Multilingual Abstract)

The purpose of this study was to improve the quality of performance indicators by overcoming the limits of quantitative-oriented performance indicators. In order to accomplish the purpose of this study, the structure of this research was composed of five stages: ‘theoretical discussion,’ ‘design of research analysis framework,’ ‘problem of current condition,’ ‘analysis and evaluation,’ and ‘improvement plan.’
In theoretical discussion, the term “qualitative performance indicators” was used, instead of “subjective performance indicators.” The reason for this is to expand the meaning of the term to solve problems such as objectivity and reliability issues in setting performance indicators. In design of research analysis framework, the analysis framework of the study was designed. In order to establish a standard for the analysis of research, correlation and importance were selected as two factors for representing the relevance of qualitative performance indicators. The ‘problem of current condition’ stage was to specify the problems of the qualitative indicators used by the central administrative agencies. In analysis and evaluation, based on the analytical model, this study analyzed the actual qualitative indicators used by central administrative agencies and foreign ministries through the delphi survey. In the last stage, based on the results of the previous stage, relevance of qualitative performance indicators was established, as well as a plan for operation.
As a result of the study, the following implications were suggested. Most central agencies have a logical connection in setting out performance goals and management tasks for deriving performance indicators. However, careful analysis of management tasks should be improved in setting up performance indicators that are directly linked to management tasks. In other words, the method to achieve the management task is the performance indicators, but the management task itself has set a task that can not be accomplished by the qualitative indicators, but can be accomplished by the quantitative indicators. Therefore, as the goal increases, the correlation of the qualitative indicators is secured and reflects the relevance of the performance indicators. Additionally, the systematic complement is needed to increase the relevance of qualitative indicators. In other words, the current indicator-based performance evaluation method should be changed, and a multidimensional method of evaluating performance should be introduced.
It is important to clarify the role and function of the qualitative indicators in order to ensure the effectiveness of the qualitative indicators in self-evaluation. In order to guarantee effectiveness, the purpose of operating the qualitative indicators should be set clearly and preferentially. If this is decided, it is possible to decide how to define the qualitative indicators, how to construct the evaluation report system, and how to ensure the effectiveness of feedback, in order to secure effectiveness for such evaluation purpose.