朝鮮朝後期 漢文民譚과 小說에 관한 一硏究

Abstract

Personnel management encompasses all activities related to people in organizations. It is an utilization of human resources to accomplish the organization's objectives as effectively and efficiently as possible. Because the successful management of people is the key to organizations' effective operation, good personnel management is essential to good administration. In turn, Personnel managers must know how to recruit, select, evaluate, promote, train, discipline, and dismiss employees. In this context, the primary purpose of this study is to examine the recruitment systems in the local government. If the public-sector organization is to operate effectively, it must have the ability to identify, attract, and employ competent personnel. To do so requires a great deal of planning and an understanding of a great many legal restrictions, socalled, human resourec planning. Human resource planning, often called manpower planning, determines what kinds of employees will be needed in what numbers and how the labor market may be able to supply them. Employing the high quality personnel is always a matter not only for the local government, but also for central government. In this regard, this thesis examines the current recruitment system as closely as possible, and identifies some of problems associated with the recruitment systems, and then, tries to suggest the improved ways of employing highly qualified personnel. This study is composed of six chapters, including the introductory and concluding parts. Chapter two served as a theoretical conceptual framework. In this chater, the brief historical overview of the public service has been fully presented in terms of the four time-spans. At the same time, this chapter has revealed the human resource planning, recruitment, examination, and selection procedures. Chapter three dealt specifically with the roles and responsibilities of the local governments' employees, and discussed about the changing environments of the recruitment systems in the local governments. A case study has begun in Chapter four, which vividly described the current recruitment systems and procedures. Several problems related to the current recruitment methods has emerged and indentified. A problem, for example, often developed with regard to the relevance of general knowledge or aptitude exams, although they are very common forms of exams. The need for assuring that exams test the appropriate skills leads to a concern with their validity. While examinations will continue to have to meet the relevance criterion, it does seem that the total personnel system of the employer is being given more consideration. In Chapter five, some ways of improving the recruitment systems in the local government has been carefully suggested with regaed to (1) human resource planning; (2) active recruitment methods; (3) revised exams for selecton; and (4) diversifying the recruitment methods. Recruitment planning involves the translation of likely job vacancies and information about the nature of these jobs into a set of objectives or targets that specify the numbers and types of potential applicants to be contracted. As with other activities in our political system, public personnel administration is an and ever-changing activity. Change, however, tends to be incremental and gradual. Thus the current state of affairs in this field is a product of constant adjustment to changing technology, citizen and political demands, and changes in managers and employees. While there are certain be many changes in the personnel function, one part of the process will not change. The unpredictability of the individual human being and the political process will continue to make the job of personnel administrators a challenging one.;어느 組織이든 그 組織이 目標를 추구하는 過程에서 그 組織構成員의 資質程度에 나타나는 成果는 크게 다를 것이다. 따라서 어떻게 優秀한 人力을 確保하여 그 組織에 最大限度로 寄與할 수 있도록 하느냐 하는 問題는 매우 重要하다. 특히, 公共서비스를 主機能으로 하고 있는 行政組織의 경우에는 그 構成員인 公務員의 資質程度에 따라 미치는 影響이 國家와 國民에게 그대로 나타나게 되므로 그 比重은 더욱 크다 하겠다. 더우기 地方政府는 地方自治制가 본격적으로 실시되면서 地方行政을 自律的으로 自己責任下에 遂行해야 하고 住民의 多樣한 欲求解決과 地域發展을 先導해야 하므로 이에 적극 대처해 나갈 수 있는 優秀人力의 確保問題는 더욱 절실하다 하겠다. 이에 따라 本 論文에서는 地方公務員採用制度의 改善을 통하여 어떻게 하면 優秀한 人力을 確保할 것인가에 초점을 두고 먼저 公務員採用制度의 理論的 背景을 考察하고 地方公務員 採用制度 實態와 問題點을 導出한 후, 이에 대한 改善方案을 마련하는데 目的을 두고 硏究하였다. 이 硏究結果 얻어진 結論은 다음과 같다. 첫째, 效率的인 人力管理를 위하여 人力管理專擔機構를 設置하고, 人力管理專門人力을 確保하여 中長期人力 需給計劃과 年度別 充員計劃을 잘 調和하여 充實히 運營하여야 한다. 둘째, 優秀人力을 積極的으로 유인하기 위하여 試驗公告 手段의 多樣化, 公告地域의 擴大, 公職說明會 開催등 다각적인 募集活動을 展開해 나가야 한다. 셋째, 試驗의 效用性과 行政의 效率性을 제고하기 위하여 中央에 試驗出題 專門機關인 가칭 「國立考試院」을 設置하여 筆記試驗을 共同管理하고, 非效率的이며 實現性이 의문시되는 基礎自治團體의 試驗實施權限은 市·道로 一元化해야 한다. 넷째, 現行 단순지식밖에 측정할 수 없는 筆記試驗 위주의 試驗方法을 改善하여 實質的으로 公務員에게 필요한 適性, 價値觀, 態度등을 評價할 수 있도록 綜合適性檢査를 포함한 公務員資格試驗制度의 도입과 面接試驗制度를 强化하여 運營한다. 다섯째, 다양한 行政需要의 증가와 行政의 전문화에 부응할 優秀人力을 確保하기 위하여 地方自治(專門)大學의 設立과 그 大學 出身者의 採用, 인턴公務員制度의 실시등을 통한 多樣한 採用方法이 동원되어야 한다.