정부 행정자원의 수호(guardian) 조직과 주창(advocate) 조직 간 역할에 관한 연구 = A study on the Rearrangement of Roles between Guardian and Advocate Organizations for Government Public Administrative Resources

다국어 초록 (Multilingual Abstract)

With the changes in the global environment, numerous challenging problems arise in every sector. To resolve these problems and the complex policies and to satisfy public administration needs, it is critical to ensure congruence on government operation and government organizational management. To do this, it is very important to pay attention to government public administrative resources.
The government paradigm has changed from NPM (New Public Management) to post-NPM since 2005(8). The main values of the post-NPM era are reemphasizing public concerns, civic participation, open information, and collaboration to resolving pressing issues. To achieve government operation and government organizational management, the government needs to allocate administrative resources at the right time and place in order to accomplish the government’s role and function by rearranging the roles between guardian organizations and advocate organizations.
This study focuses on rearranging the roles between guardian organizations and advocate organizations according to the government paradigm shift in the post-NPM era to resolve pressing issues and to meet public administration needs in the post-NPM era.
This study presents the following main contents: First, it analyzed the change trends of government operations, including global environment changes, public administration needs and policy issues, government services, government paradigm shift from NPM to post-NPM, and the core values in the post-NPM era. Second, it reviewed public administrative resources, government guardian and advocate organizations, and the relationship between guardian organizations and advocate organizations. Third, it reviewed the stipulations of guardian roles in organizations and fixed personnel, budget and finances, law, and HRM.
Second, this study analyzed the following case studies: 1) Guardian and advocate roles on resource management of the U.K, U.S, Germany, France, Japan, and New Zealand; 2) Resource management of the private sector such as Google, Ericsson, Samsung Group, and SK group; 3) Guardian and advocate roles of the Ministry of the Interior and Safety, Sungnam city, and the National Research Council for Economics, Humanities and Social Science.
Third, this study conducted a survey on the issues of administrative resources and the roles between guardian organizations and advocate organizations through civil servants at the central government and local autonomous governments. It also conducted in-depth interviews to acquire experts' perceptions of the issues of government resource management and the roles between guardian and advocate organizations.
Fourth, by conducting surveys and in-depth interviews, this report 1) diagnosed the dysfunctional roles between guardian and advocate organizations; 2) induced rearranging of roles between guardian and advocate organizations on administrative resources as follows: a) rearranging of roles in organization and fixed personnel require long-term organizational management, organizational diagnosis-based management, fortifying of autonomy and responsibility of the advocate organization, and participatory-collaborative organizational management; b) rearranging of roles in budget and finance require long-term strategic management, financial soundness of guardian organizations, fortifying of autonomy and responsibility of advocate organizations on budgets, and communicative-collaborative budget management between guardian and advocate organizations; c) congruence of laws in guardian organizations, speciality in law and policy between guardian and advocate organizations, service-oriented law management, enactment and revision of laws by communication and collaboration; and d) the congruence of HRM of advocate organizations, HR reallocation by the right person, right place, and right time, the autonomy and proactive management of advocate organizations in HRM, and innovative HRM in guardian organizations. 3) Underpinning steps for the rearranging of roles need to minimize the approaches of power and lobbying for more resources, fortifying the roles of proactive and rational diagnosis of administrative resources, rationalizing the pre-control roles of guardian organizations, fortifying the post-control roles of performance and evaluation, optimizing control tower roles in guardian organizations, fortifying the autonomy and responsibility of advocate organizations, reorganization of the compositions of advocate organizations, and collaborative roles between guardian and advocate organizations.