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    ๊ธฐ๊ฐ„์ œ๋ณดํ˜ธ๋ฒ•์ด ๊ทผ๋กœ์ž์˜ ๋…ธ๋™์ง€์œ„์— ๋ฏธ์นœ ํšจ๊ณผ ๋ถ„์„

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    ํ•™์œ„๋…ผ๋ฌธ (์„์‚ฌ)-- ์„œ์šธ๋Œ€ํ•™๊ต ๋Œ€ํ•™์› : ๊ฒฝ์ œํ•™๋ถ€, 2012. 8. ์ด์ฒ ์ธ.๊ตญ ๋ฌธ ์ดˆ ๋ก 2007๋…„ 7์›” 1์ผ, ์ •๊ทœ์ง์— ๋น„ํ•ด ๊ทผ๋กœ์กฐ๊ฑด์ด๋‚˜ ๊ณ ์šฉ์˜ ์•ˆ์ •์„ฑ์— ์žˆ์–ด ์ƒ๋Œ€์ ์œผ๋กœ ๋ถˆ๋ฆฌํ•œ ์œ„์น˜์— ๋†“์—ฌ ์žˆ๋Š” ๋น„์ •๊ทœ์ง ๊ทผ๋กœ์ž๋“ค์„ ๋ณดํ˜ธํ•˜๊ณ , ๋น„์ •๊ทœ์ง ๊ทผ๋กœ์ž์˜ ๋‚จ์šฉ์„ ๋ฐฉ์ง€ํ•  ๋ชฉ์ ์œผ๋กœ ๋น„์ •๊ทœ์ง ๋ณดํ˜ธ๋ฒ•์ด ์‹œํ–‰๋˜์—ˆ๋‹ค. ๊ทธ ์ค‘์—์„œ๋„ ๊ธฐ๊ฐ„์ œ๊ทผ๋กœ์ž๋ฅผ ๋Œ€์ƒ์œผ๋กœ ํ•˜๋Š” ๊ธฐ๊ฐ„์ œ๋ณดํ˜ธ๋ฒ•์˜ ํ•ต์‹ฌ๋‚ด์šฉ์€ 2007๋…„ 7์›” 1์ผ ์ดํ›„ ๊ทผ๋กœ๊ณ„์•ฝ์„ ์ฒด๊ฒฐ, ๊ฐฑ์‹ , ์—ฐ์žฅํ•œ ๊ธฐ๊ฐ„์ œ๊ทผ๋กœ์ž์˜ ์‚ฌ์šฉ๊ธฐ๊ฐ„์ด 2๋…„์ด ์ง€๋‚˜๋ฉด ์ด๋“ค์„ ์ •๊ทœ์ง์œผ๋กœ ์ „ํ™˜ํ•˜๋Š” ๊ฒƒ์„ ์˜๋ฌดํ™”ํ•˜๋„๋ก ํ•œ ๋ฒ•์•ˆ์ด๋‹ค. ๊ทธ๋Ÿฌ๋‚˜ ๋ฒ•์•ˆ์ด ์‹œํ–‰๋œ ์ง€ 5๋…„์ด ์ง€๋‚œ ์ง€๊ธˆ๊นŒ์ง€๋„ ๋ฒ•์•ˆ ํšจ๊ณผ์— ๋Œ€ํ•œ ๋…ผ๋ž€์ด ๊ณ„์†๋˜๊ณ  ์žˆ์œผ๋ฉฐ, ์„ ํ–‰์—ฐ๊ตฌ๋“ค ๊ฐ„์—๋„ ๋ฒ•์•ˆ ์‹œํ–‰์œผ๋กœ ์ธํ•œ ์ •๊ทœ์ง ์ „ํ™˜์— ๋Œ€ํ•ด ๊ธ์ •์  ํšจ๊ณผ๊ฐ€ ์žˆ๋‹ค๋Š” ์—ฐ๊ตฌ์™€ ๋ถ€์ •์  ํšจ๊ณผ๊ฐ€ ์žˆ๋‹ค๋Š” ์—ฐ๊ตฌ๋กœ ๋‚˜๋‰˜๊ณ  ์žˆ๋‹ค. ๋ณธ ์—ฐ๊ตฌ์—์„œ๋Š” ๊ธฐ๊ฐ„๋ถ„์„ ๋ฐฉ๋ฒ•์˜ ํ•˜๋‚˜์ธ ๊ฒฝ์Ÿ์œ„ํ—˜๋ชจํ˜•์„ ๊ธฐ๋ณธ๋ชจํ˜•์œผ๋กœ ๊ธฐ๊ฐ„์ œ๋ณดํ˜ธ๋ฒ•์ด ์‹œํ–‰๋œ ์ดํ›„ ๊ธฐ๊ฐ„์ œ๊ทผ๋กœ์ž์˜ ์ง€์œ„๋ณ€ํ™” ์–‘์ƒ์„ ์‚ดํŽด๋ด„์œผ๋กœ์จ ๋ฒ•์•ˆ์‹œํ–‰์˜ ์‹ค์งˆํšจ๊ณผ๊ฐ€ ๋ฐœ์ƒํ•˜๊ธฐ ์ „ ์‚ฌ์ „์  ํšจ๊ณผ๋ฅผ ๋ถ„์„ํ•˜๊ณ ์ž ํ•˜์˜€๋‹ค. ๊ตฌ์ฒด์ ์œผ๋กœ ๋ฒ•์•ˆ์˜ ์ ์šฉ ๋Œ€์ƒ์ธ 55์„ธ ๋ฏธ๋งŒ ๊ทผ๋กœ์ž๋ฅผ ์ฒ˜๋ฆฌ์ง‘๋‹จ, 55์„ธ ์ด์ƒ ๊ทผ๋กœ์ž๋ฅผ ํ†ต์ œ์ง‘๋‹จ์œผ๋กœ ์„ค์ •ํ•˜๊ณ  ์ด์ค‘์ฐจ๋ถ„๋ฒ•์„ ์‹ค์‹œํ•จ์œผ๋กœ์จ ๋ฒ•์•ˆํšจ๊ณผ์— ๋Œ€ํ•œ ๋ถ„์„์„ ์‹œ๋„ํ•˜์˜€๋‹ค. ๋ถ„์„ ๊ฒฐ๊ณผ, ๋ฒ•์•ˆ์‹œํ–‰์— ๋”ฐ๋ผ ์ •๊ทœ์ง ์ „ํ™˜์ด ์ฆ๊ฐ€ํ•˜์˜€๊ณ , ํ•ด๊ณ ๋œ ๊ทผ๋กœ์ž๋Š” ์˜ˆ์ƒ๊ณผ ๋‹ฌ๋ฆฌ ๊ฐ์†Œํ•œ ๋ชจ์Šต์„ ๋ณด์ด๋ฉฐ ๋ฒ•์•ˆ์˜ ๊ธ์ •์  ํšจ๊ณผ๋ฅผ ํ™•์ธํ•  ์ˆ˜ ์žˆ์—ˆ๋‹ค. ๊ทธ๋Ÿฌ๋‚˜ ๊ธฐ๊ฐ„์ œ๊ทผ๋กœ์ž๋ณด๋‹ค ๋”์šฑ ์—ด์•…ํ•œ ๊ทผ๋กœ์กฐ๊ฑด์— ์ฒ˜ํ•œ ๋‹ค๋ฅธ ๋น„์ •๊ทœ์ง์œผ๋กœ ์ „ํ™˜๋œ ๋น„์ค‘๋„ ์ฆ๊ฐ€ํ•จ์œผ๋กœ์จ ๋ฒ•์•ˆ์˜ ๋ถ€์ •์  ํšจ๊ณผ๊ฐ€ ํ•จ๊ป˜ ์กด์žฌํ•œ๋‹ค๋Š” ๊ฒƒ๋„ ํ™•์ธํ•˜์˜€๋‹ค. ๋ณธ ์—ฐ๊ตฌ๋Š” ๋ฒ•์•ˆ์‹œํ–‰์˜ ํšจ๊ณผ๋ฅผ ๊ธฐ๊ฐ„๋ถ„์„์„ ํ†ตํ•ด ๋ถ„์„ํ•˜๊ณ ์ž ํ–ˆ๋‹ค๋Š” ์ ์—์„œ ์˜์˜๋ฅผ ๋‘˜ ์ˆ˜ ์žˆ๋‹ค. ๋ฒ•์•ˆํšจ๊ณผ๋ฅผ ๋ถ„์„ํ•œ ์„ ํ–‰์—ฐ๊ตฌ ๊ฐ€์šด๋ฐ ๊ธฐ๊ฐ„๋ถ„์„์„ ์‹œ๋„ํ•œ ๊ฒฝ์šฐ๊ฐ€ ์—†์—ˆ์œผ๋ฉฐ, ๊ธฐ๊ฐ„๋ถ„์„์„ ์‹œ๋„ํ•œ ์—ฐ๊ตฌ์—์„œ๋Š” ์‹œ๊ฐ„์˜ ํ๋ฆ„์— ๋”ฐ๋ฅธ ๋น„์ •๊ทœ์ง์˜ ์ผ๋ฐ˜์ ์ธ ์ด๋™์–‘์ƒ์„ ํŒŒ์•…ํ–ˆ๋‹ค๋Š” ์ ์—์„œ ๋ฒ•์•ˆํšจ๊ณผ์™€ ํฐ ๊ด€๋ จ์„ฑ์„ ์ฐพ๊ธฐ ํž˜๋“ค์—ˆ๋‹ค. ๋ฒ•์•ˆ์˜ ์ ์šฉ๋Œ€์ƒ์ธ ๊ธฐ๊ฐ„์ œ๊ทผ๋กœ์ž๋ฅผ ํ‘œ๋ณธ์œผ๋กœ ์ถ”์ถœํ•˜์—ฌ ์ด๋“ค์˜ ์›€์ง์ž„์„ ์ถ”์ ํ–ˆ๋‹ค๋Š” ์ ์—์„œ๋„ ์˜์˜๋ฅผ ์ฐพ์„ ์ˆ˜ ์žˆ์„ ๊ฒƒ์ด๋‹ค.๋ชฉ ์ฐจ ์ œ 1 ์žฅ ์„œ ๋ก  1 ์ œ 1 ์ ˆ ์—ฐ๊ตฌ์˜ ๋ชฉ์ ๊ณผ ํ•„์š”์„ฑ 1 ์ œ 2 ์ ˆ ๋น„์ •๊ทœ์ง ํ˜„ํ™ฉ 3 ์ œ 3 ์ ˆ ๋น„์ •๊ทœ์ง์˜ ์ •์˜ ๋ฐ ๊ธฐ๊ฐ„์ œ๋ณดํ˜ธ๋ฒ• ์†Œ๊ฐœ 5 ์ œ 2 ์žฅ ์„ ํ–‰์—ฐ๊ตฌ ๊ณ ์ฐฐ 7 ์ œ 1 ์ ˆ ๋น„์ •๊ทœ์ง๋ณดํ˜ธ๋ฒ• ์‹œํ–‰์— ๋”ฐ๋ฅธ ์˜ํ–ฅ๋ถ„์„ 7 ์ œ 2 ์ ˆ ๋น„์ •๊ทœ์ง๊ทผ๋กœ์ž์˜ ์ด๋™์„ฑ์— ๊ด€ํ•œ ์—ฐ๊ตฌ 8 ์ œ 3 ์ ˆ ๊ณ ์šฉ๋ณดํ˜ธ๋ฒ•์ œ์— ๋Œ€ํ•œ ์—ฐ๊ตฌ 8 ์ œ 4 ์ ˆ ์„ ํ–‰์—ฐ๊ตฌ์™€์˜ ์ฐจ๋ณ„์„ฑ 9 ์ œ 3 ์žฅ ์—ฐ๊ตฌ๋ชจํ˜• ์„ค์ • ๋ฐ DATA ๊ตฌ์„ฑ 10 ์ œ 1 ์ ˆ ์—ฐ๊ตฌ๊ฐ€์„ค ๋ฐ ๋ณ€์ˆ˜์„ค์ • 10 ์ œ 2 ์ ˆ ์—ฐ๊ตฌ๋ฐฉ๋ฒ• ๋ฐ ๋ชจํ˜• 12 ์ œ 3 ์ ˆ ๋ถ„์„์ž๋ฃŒ ๊ตฌ์„ฑ(DATA) 16 ์ œ 4 ์žฅ ๋ถ„์„ ๊ฒฐ๊ณผ 19 ์ œ 1 ์ ˆ ์ƒํƒœ์ „ํ™˜๋ณ„ ๊ธฐ์ดˆํ†ต๊ณ„๋Ÿ‰ 19 ์ œ 2 ์ ˆ ๋ฒ•์•ˆ ์ ์šฉ์— ๋”ฐ๋ฅธ ์ง€์œ„๋ณ€ํ™”์™€ ์ „ํ™˜๊ธฐ๊ฐ„ ๋น„๊ต 21 ์ œ 3 ์ ˆ ๊ฒฝ์Ÿ์œ„ํ—˜๋ชจํ˜• ๋ถ„์„๊ฒฐ๊ณผ 24 ์ œ 5 ์žฅ ๊ฒฐ ๋ก  33 ์ฐธ๊ณ ๋ฌธํ—Œ 35 Abstract 37Maste

    Marketing strategy for business in mens cosmetic industry : Focusing on 16-23 ages, for Etude corporation

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    Thesis(masters) --์„œ์šธ๋Œ€ํ•™๊ต ๋Œ€ํ•™์› :๊ฒฝ์˜ํ•™๊ณผ(SNU Global MBA), 2009.8.Maste

    Searching for the Paradox of Performance Measurement in Financial Performance Management of Government Agencies

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    ์„ฑ๊ณผ๊ด€๋ฆฌ๋Š” ๊ธฐ๊ด€ ๋˜๋Š” ์‚ฌ์—…์˜ ์„ฑ๊ณผํ–ฅ์ƒ์„ ์œ„ํ•œ ๊ณ„ํš(plan) ์‹คํ–‰(do) ํ‰๊ฐ€(see) ๋“ฑ์„ ํฌ๊ด„ํ•˜๋Š” ์ผ๋ จ์˜ ํ†ตํ•ฉ์ ์ธ ๊ด€๋ฆฌ ๋…ธ๋ ฅ์ด๋‹ค. ์ด ๊ณผ์ •์—์„œ ์„ฑ๊ณผ์ธก์ •์€ ๊ณ„ํš ์‹คํ–‰ ํ‰๊ฐ€ ๋“ฑ๊ณผ ๊ด€๋ จํ•œ ์˜์‚ฌ๊ฒฐ์ •์„ ์ง€์›ํ•˜๊ธฐ ์œ„ํ•œ ๋‹ค์–‘ํ•œ ์ •๋ณด๋ฅผ ์ œ๊ณตํ•˜๋Š” ์„ฑ๊ณผ๊ด€๋ฆฌ์˜ ํ•ต์‹ฌ์ ์ธ ๊ตฌ์„ฑ์š”์†Œ์ด๋‹ค. ๋”ฐ๋ผ์„œ ์‹ ๋ขฐ์„ฑ ์žˆ๊ณ  ํƒ€๋‹น์„ฑ ์žˆ๋Š” ์„ฑ๊ณผ์ธก์ •์€ ์„ฑ๊ณผ๊ด€๋ฆฌ๊ฐ€ ์„ฑ๊ณต์ ์œผ๋กœ ์ž‘๋™๋˜๊ธฐ ์œ„ํ•œ ํ•„์ˆ˜ ์ „์ œ์กฐ๊ฑด์ด๋‹ค. ๊ทธ๋Ÿฌ๋‚˜ ์‹ค์ œ ํ˜„์‹ค์—์„œ๋Š” ๊ณต๊ณต๋ถ€๋ฌธ์˜ ์†์„ฑ ์ƒ ๋‚ด์žฌ๋˜์–ด ์žˆ๋Š” ์„ฑ๊ณผ์ธก์ •์˜ ์–ด๋ ค์›€๊ณผ ์„ฑ๊ณผ์ธก์ •์—๋”ฐ๋ฅธ ๋ณด์ƒ ๋˜๋Š” ์ง•๋ฒŒ ์œ„์ฃผ์˜ ์šด์˜๋ฐฉ์‹์ด ๊ฒฐํ•ฉ๋˜์–ด, ์„ฑ๊ณผ์ธก์ •์ด ๊ทธ ์‹ ๋ขฐ์„ฑ์ด๋‚˜ ํƒ€๋‹น์„ฑ๋ณด๋‹ค๋Š” ํ”ผ์ธก์ •์ž์˜ ์ด์ต์— ์ดˆ์ ์„ ๋งž์ถ”๋Š” ๊ฒฝํ–ฅ์ด ๊ฐ์ง€๋˜๊ณ  ์žˆ๋‹ค. ์ด์™€ ๊ฐ™์€ ํ˜„์ƒ์€ ์„ฑ๊ณผ์ธก์ •์„ ๊ฐ•์กฐํ• ์ˆ˜๋ก ์„ฑ๊ณผ๊ด€๋ฆฌ๊ฐ€ ์ง„์ •ํ•œ ์„ฑ๊ณผํ–ฅ์ƒ๊ณผ๋Š” ๊ดด๋ฆฌ๋˜๋Š” ์—ญ์„ค์ ์ธ ์ƒํ™ฉ์— ์ฒ˜ํ•  ์œ„ํ—˜์„ ์ดˆ๋ž˜ํ•  ์ˆ˜ ์žˆ๋‹ค. ์ด๋Ÿฌํ•œ ๋ฌธ์ œ์ธ์‹ ํ•˜์— ๋ณธ ๋…ผ๋ฌธ์€ ์„ฑ๊ณผ์ธก์ •์˜ ์—ญ์„ค์— ์ดˆ์ ์„ ๋งž์ถ”์–ด ์žฌ์ •์„ฑ๊ณผ๋ชฉํ‘œ๊ด€๋ฆฌ์ œ๋„๋ฅผ ์‚ฌ๋ก€๋กœ ์šฐ๋ฆฌ๋‚˜๋ผ ์ •๋ถ€๊ธฐ๊ด€์˜ ์žฌ์ •์„ฑ๊ณผ๊ด€๋ฆฌ ์‹คํƒœ๋ฅผ ๋ถ„์„ํ•˜๊ณ  ๊ทธ์— ๋”ฐ๋ฅธ ๊ฑฐ์‹œ์ ์ธ ๊ฐœ์„ ๋ฐฉํ–ฅ์„ ๋…ผ์˜ํ•˜์˜€๋‹ค. ์ด์™€ ๊ฐ™์€ ๋ชฉ์ ์„ ๋‹ฌ์„ฑํ•˜๊ธฐ ์œ„ํ•ด ์žฌ์ •์„ฑ๊ณผ๋ชฉํ‘œ๊ด€๋ฆฌ์ œ๋„์˜ ๋Œ€์ƒ๊ธฐ๊ด€์ธ 50๊ฐœ ์ค‘์•™๊ด€์„œ์˜ ์„ฑ๊ณผ๋ณด๊ณ ์„œ ์ž‘์„ฑ ์‹ค๋ฌด๋‹ด๋‹น์ž ๋ฐ ์„ฑ๊ณผ๋ชฉํ‘œ๋ณ„ ์„ฑ๊ณผ์ง€ํ‘œ ๋‹ด๋‹น์ž์™€ ๊ด€๋ จ ์ „๋ฌธ๊ฐ€๋ฅผ ๋Œ€์ƒ์œผ๋กœ ํ•œ ์„ค๋ฌธ์กฐ์‚ฌ ๊ฒฐ๊ณผ์™€ ๊ฐ์ข… ์ •๋ถ€์ž๋ฃŒ๋ฅผ ํ† ๋Œ€๋กœ ๋‹ค๊ฐ์ ์ธ ๋ถ„์„์„ ์‹œ๋„ํ•˜์˜€๋‹ค. ๋ถ„์„๊ฒฐ๊ณผ, ์„ฑ๊ณผ์ง€ํ‘œ, ์ธก์ •๋ฐฉ๋ฒ•, ๋ชฉํ‘œ์น˜, ์‹ค์ ์น˜์™€ ๊ด€๋ จํ•œ ๋‹ค์–‘ํ•œ ๋ณ‘๋ฆฌํ˜„์ƒ๊ณผ ๊ทธ๋กœ ์ธํ•œ ์„ฑ๊ณผ์ธก์ •์˜ ์œ„ํ—˜์ด ๊ฐ์ง€๋˜์—ˆ์œผ๋ฉฐ, ๊ทธ ์ธ์‹์ •๋„๋Š” ์ผ์ • ๋ถ€๋ถ„ ๊ธฐ๊ด€ํ˜•ํƒœ ๋ฐ ๊ธฐ๊ด€์œ ํ˜•, ๊ณต๋ฌด์› ๊ทผ๋ฌด๋…„์ˆ˜์— ๋”ฐ๋ผ ์ฐจ๋ณ„์ ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค.Performance management consists of integrated efforts to plan, do, and see the work of people and organizational units for improving performance. Performance measurement provides objective and relevant information on program or organizational performance in order to strengthen management and inform decision making related to performance management. Reliable and valid performance measurement is essential to successful performance management from this perspective. People tend to be oriented to the production of information favorable to their performance score rather than reliable and valid performance information in the field of government agencies. This behavior can lead to the paradox of performance measurement where there is a weak correlation between performance score and actual performance. The purpose of this paper is to examine how government financial performance management works focusing on the paradox of performance measurement using the case of the Financial Performance Goal Management System of Korea and to suggest some significant policy implications for improving its efficacy

    Biological function of A Methyl jasmonate-inducible gene MJI2 in Arabidopsis (Arabidopsis thaliana)

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    ํ•™์œ„๋…ผ๋ฌธ(์„์‚ฌ)--์„œ์šธ๋Œ€ํ•™๊ต ๋Œ€ํ•™์› :๋†์ƒ๋ช…๊ณตํ•™๋ถ€,2004.Methyl jasmonate (MeJA) is a volatile plant cellular regulator that modulates expression of various genes involved in diverse developmental and defensive processes. In Arabidopsis DNA microarray experiment previously performed in our laboratory, numerous MeJA-inducible genes were screened out. Among them, MJI2 (At3g15356) gene was selected and further characterized in this study to identify its biological role(s) in MeJA-responsive cellular metabolism. Computer-based sequence analysis showed that MJI2 protein contains a lectin-like domain. As revealed by Northern blot analysis, MJI2 was strongly expressed in rosette leaves, stems, and roots. Moreover, it was observed that MJI2 was induced by MeJA and ethylene treatments, exhibiting synergistic effect between the two phytohormones on its expression. And MJI2 was induced by chitin treatments. Transgenic Arabidopsis over-expressing the gene exhibited enhanced resistance to a fungal pathogen Alternaria brassicicola, which is known to be relied on jasmonate-dependent defense responses. Thus, our data indicates that MJI2 functions as a MeJA-responsive defenserelated gene.Maste

    Air-exposure Effects on Complementary Organic Thin-Film Transistors and Inverter

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    MasterWe demonstrated the balancing of p-type and n-type organic thin-film transistors (OTFTs) and complementary inverters using air-exposure effects. Pentacene and N,Nโ€ฒ-ditridecylperylene- 3,4,9,10-tetracarboxylic diimide (PTCDI-C13) are used as the p-type and n-type semiconductors, respectively. Based on ultraviolet photoelectron spectroscopy (UPS) and X-ray photoelectron spectroscopy (XPS) analysis, we found that HOMO energy levels of both p-type and n-type semiconductor films were upward shifted when they were exposed to ambient air. These mechanisms account for the measured electrical characteristics of OTFTs, which exhibited shifts of on current level ION and turn-on voltages VTO as a function of exposure time to air. By using such air-exposure effects, we demonstrate the balanced p- and n-type OTFTs with comparable ION and VTO. Finally, we also demonstrate complementary inverter based on the balanced p- and n-type OTFTs

    Assessing the Performance Goal Management System (PGMS): Fiscal Year 2011

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    ๋ณธ ์—ฐ๊ตฌ๋Š” ์žฌ์ •์„ฑ๊ณผ๋ชฉํ‘œ๊ด€๋ฆฌ์ œ๋„์˜ ์‹ ๋ขฐ์„ฑ ๋ฐ ํƒ€๋‹น์„ฑ์„ ์ €ํ•ดํ•  ์ˆ˜ ์žˆ๋Š” ์š”์ธ์„ ๊ฒ€ํ† ํ•˜๊ธฐ ์œ„ํ•˜์—ฌ 2011 ํšŒ๊ณ„์—ฐ๋„ ์„ฑ๊ณผ๋ณด๊ณ ์„œ์— ์ˆ˜๋ก๋œ ์„ฑ๊ณผ์ธก์ • ๊ฒฐ๊ณผ๋ฅผ ๋ถ„์„ํ•˜์˜€๋‹ค. ๋ถ„์„๊ฒฐ๊ณผ ์„ฑ๊ณผ์ง€ํ‘œ์˜ ์†์„ฑ ๋ฐ ์‚ฌ์—…์˜ ์†์„ฑ์ด ์žฌ์ •์„ฑ๊ณผ๋ชฉํ‘œ๊ด€๋ฆฌ์ œ๋„์—์„œ ์„ฑ๊ณผ๋กœ ์ธก์ •ํ•˜๋Š” ๋ชฉํ‘œ์น˜ ๋‹ฌ์„ฑ๋„์— ์˜ํ–ฅ์„ ๋ฏธ์น˜๋Š” ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค. ๋ณด๋‹ค ๊ตฌ์ฒด์ ์ธ ๋ถ„์„๊ฒฐ๊ณผ ๋ฐ ์ •์ฑ…์  ํ•จ์˜๋ฅผ ์‚ดํŽด๋ณด๋ฉด ๋‹ค์Œ๊ณผ ๊ฐ™๋‹ค. ์ฒซ์งธ, ๋ชฉํ‘œ์น˜๋ฅผ ๋‹ฌ์„ฑํ•˜์ง€ ๋ชปํ•œ ๊ณผ์ œ๋Š” ์•ฝ 15% ์ •๋„์— ๋ถˆ๊ณผํ•œ ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค. ๋”ฐ๋ผ์„œ ํ˜„์žฌ ์ค‘์•™์ •๋ถ€์˜ ์—…๋ฌด๊ด€๋ฆฌ๋Š” ์„ฑ์‹คํžˆ ์ˆ˜ํ–‰๋˜๊ณ  ์žˆ๋Š” ๊ฒƒ์œผ๋กœ ํ•ด์„ํ•  ์ˆ˜ ์žˆ๋‹ค. ๋‘˜์งธ, ์„ฑ๊ณผ์ง€ํ‘œ์˜ ํŠน์„ฑ์— ๋”ฐ๋ผ ๋ชฉํ‘œ์น˜ ๋‹ฌ์„ฑ๋„์˜ ์ฐจ์ด๊ฐ€ ์กด์žฌํ•˜๋Š” ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค. ํŠนํžˆ ๊ฐ๊ด€์ ์ธ ์„ฑ๊ณผ์ง€ํ‘œ๋ผ๊ณ  ํ•  ์ˆ˜ ์žˆ๋Š” ๊ณ„๋Ÿ‰์  ์ง€ํ‘œ๋ฅผ ์„ค์ •ํ•  ๊ฒฝ์šฐ ๋„๋ฆฌ์–ด ํ‰๊ฐ€์— ์žˆ์–ด ๋ถˆ์ด์ต์„ ๋ฐ›๋Š”๋‹ค๋Š” ์ ์—์„œ ์ด์— ๋Œ€ํ•œ ๊ฐœ์„ ์ด ์š”๊ตฌ๋œ๋‹ค. ์…‹์งธ, ์‚ฌ์—… ํŠน์„ฑ์— ๋”ฐ๋ผ์„œ ๋ชฉํ‘œ์น˜ ๋‹ฌ์„ฑ๋„์˜ ์ฐจ์ด๊ฐ€ ์กด์žฌํ•˜๋Š” ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค. ์ด๋Š” ์ž์นซ ์ œ๋„์˜ ํƒ€๋‹น์„ฑ์— ์‹ฌ๊ฐํ•œ ์˜ํ–ฅ์„ ๋ฏธ์น  ์ˆ˜ ์žˆ์œผ๋ฏ€๋กœ ์ด์— ๋Œ€ํ•œ ์ œ๋„์  ๋ณด์™„์ด ํ•„์š”ํ•˜๋‹ค. ์ด์ƒ์˜ ์—ฐ๊ตฌ๊ฒฐ๊ณผ๋Š” ํ–ฅํ›„ ํšจ์œจ์ ์ธ ์žฌ์ •์šด์šฉ์— ๊ธฐ์—ฌํ•  ์ˆ˜ ์žˆ๋‹ค๋Š” ์ธก๋ฉด์—์„œ ์ •์ฑ…์ ์ธ ํ•จ์˜๊ฐ€ ์žˆ๋‹ค๊ณ  ํ•  ์ˆ˜ ์žˆ๋‹ค.The Korean central government has implemented the Performance Goal Management System since 2003, in order to build high-performance government. This study assesses the validity of the PGMS by analyzing the performance data of 47 central government agencies in FY 2011. It finds that: (1) most of the performance targets that the central government agencies set were met or exceeded, although it is premature to conclude from this that the central agencies achieve high performance because of numerous rival factors, such as learning effects, gaming know-how, etc.; (2) performance measurement attributes influence whether or not the performance target is met; (3) some control variables, such as agency type, business area, and program type, affect the performance of the program, although the degree of influence is minimal
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