49 research outputs found
A Time Lag Approach to the Civil Service Examination Reform
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ν΄μΌ ν νμκ° μλ€ μ΄ μ°κ΅¬λ μμ°¨λ₯Ό κ³ λ €νλ λνμ μκ°μμ μ λλ³νκ³Όμ μ λΆμνκΈ° μν κ²μ΄λ©°, κ·Έ μ¬λ‘λ‘μ κ³ μμ λ κ°νμ μ μ νλ€. κ³ μμ λ κ°νμ λ
Όλ¦¬μ μ°κ³μ±κ³Ό μκ°μ λνμ±μ¬ κ³ λ €ν΄ μ λκ°νμ μ±κ³΅μ μν μ λμ κΈ°λ°μ ꡬμΆνκ³ μ νλ€. μ΄λ κ³ μμ λκ° νμ΄ μ±κ³΅νκΈ° μν΄μλ λΆλͺ
ν λͺ©νμ€μ κ³Ό μκ°μ λνμ±μ κ³ λ €κ° μ€μνλ€λ μ μ κ°μ‘°νκΈ° μν κ²μ΄λ€. κ³ μμ λ κ°νμ μ λμ€κ³μ μ£Όμ μμΈμΌλ‘μ λͺ
κ°λμ μ§μμμ λ° νκ°λ°©λ² μ μ μ οΌκ·Έλ¦¬κ³ κ΄λ ¨μλ€μ 곡κ°λ νμ±μ΄ λ§€μ° μ€μνλ€. νκ°λμ μ§μμμ λ° νκ°λ°©λ²μ μ λμ μ±ν¨λΏλ§ μλλΌ κ΄λ ¨μλ€μ 곡κ°λ νμ±μλ μλΉν μ ν₯μ λ―ΈμΉκΈ° λλ¬Έμ΄λ€. κ³ μμ λ κ°νμ μ±κ³΅μ μΌλ‘ μΆμ§νκΈ° μν μ΄κΈ° μ λ΅μΌλ‘ βλ¬Έμ ν(pool)μ¬ νλν΄ λ€μνκ³ κ°κ΄μ μ΄λ©°οΌνλΉμ± μλ λ¬Έμ λ₯Ό 보μ ν΄μΌ νκ³ , βμνλμμ μκ² μ λλ³νμ λν μ΄ν΄ λ° ν보λ₯Ό ν΅ν΄ μ λλ³νμ λ°λ₯Έ λΆμ΄μ΅μ μ΅μνν κ³ , βμνλμμμκ² κ³΅μ§μ 격μ±νκ° λ¬Έμ μ μ νκ³Ό μ€λ‘λ₯Ό μ¬μ μ 곡κ°νκ³ οΌ λν μ€μ ν
μ€νΈλ₯Ό ν΅ν΄ 곡μ§μ 격μ±νκ° λ¬Έμ μ λν μ견μλ ΄κ³Όμ μ κ±°μ³μΌ ν λ€λ κ²μ΄λ€. κ·Έλ¦¬κ³ μ΄λ¬ν μ΄κΈ° μ λνκ³Όμ μ κ±°μΉκ³ λλ©΄ 곡무μμ κ΅μ‘νλ ¨ νλ‘κ·Έλ¨ λ° μΌνλ λ°©μμ μ λ©΄μ μΈ λ³νκ° μ΄λ£¨μ΄μ ΈμΌ νλ©°οΌλμκ° μ±κ³Όκ΄λ¦¬ μ λ λ° μΈμ μμκ΄λ¦¬μ²΄κ³μ ꡬμΆμ΄ νμνλ€.μ΄ μ°κ΅¬λ 2002λ
λ νμ±λνκ΅ κ΅λ΄μ°κ΅¬λΉ μ§μμ μν΄ μ΄λ£¨μ΄μ‘μ΅λλ€
Study on reforming the national qualification certification scheme with special reference to technology
μ΄ μ°κ΅¬λ λ₯λ ₯μ€μ¬μ μ§μκΈ°λ°μ¬νμ μ ν©ν λ―Έλμ§ν₯μ μ격μ λλ₯Ό ꡬμΆνκΈ° μν΄μλ κ΅κ°κΈ°μ μ격μ λ μ΄μμ μμ΄μ μ λΆμ λ―Όκ°μ μν μ΄ μ¬μ 립 λμ΄μΌ νλ©° λ
Έλμμ₯κ³Ό κ΅μ‘νλ ¨μμ₯μ΄ μ격μ λλ₯Ό ν΅ν΄ μ°κ³κ° κ°νλμ΄μΌ νλ€λ μ μ μμ μμμ μ€μ¬μ μ°Έμ¬μ κ΅κ°κΈ°μ μ격μ λμ κ°νΈλ°©μμ μ μνκ³ μ νλ€. κ°νΈμ κΈ°λ³Έλ°©ν₯μΌλ‘λ 첫째 μ격λΆμ¬ λ° κ΄λ¦¬μ κΈ°μ‘°λ₯Ό μ
μ§κ²μ μμ£Όμμ μ¬μ§μ, μ€μ
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μ§Έ κΈ°λ₯곡μ μΈμ μ건μ κ°ννμ¬ μ격μ’
λͺ©μ λν μΆμ, λ·μ§Έ μ격κ΄λ¦¬μ λμ ν΅ν©, λ€μ―μ§Έ κ΅κ°μ§λ¬΄λ₯λ ₯ νμ€μ²΄κ³ κ΅¬μΆ λ±μ μ μνκ³ μλ€. μΈνλΌλ₯Ό ꡬμΆνκΈ° μν΄ μ²«μ§Έ κ΄λ¦¬μν λ―Όκ°λ¨μ²΄ νμ±ν, λμ§Έ μ€λ¬΄κ³Όμ νκ°μ²΄κ³ ꡬμΆ, μ
μ§Έ νμ¬ μ격κ΄λ¦¬κ΄λ ¨ κΈ°κ΄μ κΈ°λ₯ μ¬μ 립 λ±μ μ μνκ³ μκ³ , μμμ건μ 첫째 μ격λ±κΈμ²΄κ³μ μΆμ, λμ§Έ μ격μ건μ μμ μΌλ‘μ μ ν, μ
μ§Έ νμ₯νκ°μ κ°ν λ±μ κ°νΈλ°©μμ μ μνκ³ μλ€. The relationship between the government and the private sector should be reestablished and the linkage between the labor market and the educationitraining market should be strengthened in order to build a future-looking national certification scheme serving a knowledge-based society that recognizes the ability above all. This study proposes a way to reforin a participating national certification scheme in technology where demand plays a vital role. The National Qualification Certification Scheme (NQCS) should be reformed in the following ways: (1) The NQCS should be reconstructed to promote lifelong skill aquisition by everyone, including irregular workers and the unemployed, instead of focusing on evaluating entry-level workers. (2) The NQCS should be changed from a scheme led by the government that the private sector participates in to one led by the private sector supported by government. (3) Classroom tests should be reduced. Instead, on-the-job skills should be recognized more. (4) Some certifications should be integrated. (5) A national occupational ability standard should be established. The study suggests the following detailed reforms of the NQCS: (1) The number of qualification grades should be reduced. (2) The requirement should be changed from minimum years of education and work experience to minimum training courses and on-the-job training. (3) Evaluation at the workplace should be strengthened. (4) Private qualification certification organizations that manage the NQCS on behalf of the government should be given an increased role. (5) A structure for evaluating workplace ability should be established. (6) The existing institutions involved in the NQCS should be re-organized.μ΄ μ°κ΅¬λ 2006λ
λ νμ±λνκ΅ κ΅λ΄μ°κ΅¬λΉ μ§μμ μν΄ μ΄λ£¨μ΄μ‘μ΅λλ€
A study on customer satisfaction index for organizational performance management
λ³Έ μ°κ΅¬λ μ‘°μ§μ±κ³Όκ΄λ¦¬μ μμ΄ κ³ κ°λ§μ‘±λ λ±μΌλ‘ μΈ‘μ λλ μ±κ³Όλ³μλ€μ λν νκ°μ§νμ μ€κ³λ°©μκ³Ό μ€μ μΈ‘μ κ²°κ³Όμ λν΄ λ
Όμνκ³ μλ€. λ³Έ μ°κ΅¬λ κ΅μ‘μΈμ μμλΆμ BSCμ±κ³Όμ§ν μ€ 12κ°μ κ³ κ°λ§μ‘±λ λ³μλ€μ λΆμλμμΌλ‘ νμμΌλ©°, κ° μ±κ³Όλ³μλ³λ‘ νκ°μ§ν λ± κ΅¬μ²΄μ μΈ μ‘°μ¬μ€κ³λ°©μμ μ μνμλ€. κ° λ³μλ€μ λν μμΈλΆμκ³Ό μ λ’°μ±λΆμμ ν΅ν΄ μ§νμ€κ³μ νλΉμ±μ κ²μ¦ν κ²°κ³Ό λλ€μ λ³μλ€μ 2κ° λ΄μ§ 3κ°μ μμΈμΌλ‘ μ¬κ΅¬μ±λμλ€. κ·Έλ¬λ λ³μλ³ λ§μ‘±λ μμ€μ΄ μ‘°μ§μ μ±κ³Όλ₯Ό κ°κ΄μ μΌλ‘ λννκΈ°μλ νκ³κ° μμ΄ μ λ΅μ μ±κ³Όκ΄λ¦¬μ νμ©νκΈ°μλ λ€μ λΆμ ν©ν κ²μΌλ‘ λΆμλμλ€. λ°λΌμ 곡곡λΆλ¬Έμμ 체κ³μ μΈ μ±κ³Όκ΄λ¦¬λ₯Ό μν΄μλ κ°λ₯ν μ±κ³Όλ₯Ό λνν μ μλ μ λμ§νμ κ°λ°μ΄ μ νλμ΄μΌ νλ©°, λΆλμ΄ κ³ κ°λ§μ‘±λ μ§ν λ±μ μ¬μ©ν κ²½μ°μλ μ¬μ μ 체κ³μ μΈ μ‘°μ¬μ€κ³ λ±μ ν΅ν΄ μ§ν체κ³μ μμ μ±κ³Ό μ λ’°μ±μ μ κ³ νλ κ²μ΄ 무μλ³΄λ€ μ€μνλ€λ μ μ κ°μ‘°νμλ€. This research aims to design the measurement indicators for customer satisfaction and to analyze the gauging results for organizational performance, mainly focusing on 12 customer satisfaction variables of Ministry of Education. The analysis results show that although these customer satisfaction indicators are reconstructed into two or three factors and have validity to some degree, they have some limitations for strategic organizational performance management. According to the results, this research concludes that it is more desirable to develope the quantitative indicators as possible for the effective performance management, otherwise, it is necessary to design measurement indicators systematically to ensure their stability