18 research outputs found
A study on the theoretical and practical relationship between performance management and policy evaluation
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λμ΄ νμ©λκ³ μλ€. μ체νκ°μ λλ ννΈμΌλ‘λ κΈ°κ΄νκ°μ μ΄λ¦μΌλ‘ λ€λ₯Έ ννΈμΌλ‘λ νΉμ νκ°μ μ΄λ¦μΌλ‘ κ·Έ κΈ°λ₯μ΄ μν΄λκ³ μλ€. κ·Έλ¬λ―λ‘ κΈ°λν λ§νΌμ μ±κ³Όκ΄λ¦¬μ ν¨κ³Όκ° λνλμ§ μμ κ²μΌλ‘ μμΈ‘λλ€. This study was designed to explore the theoretical and practical linkage between performance management and policy evaluation. For this study, content analysis was conducted with the data collected from the divisions of 48 central government agencies ill charge of performance management for their own ministries, and the Office for Government Policy Coordination in charge of government policy evaluation. The paradigm of policy evaluation has to be shifted from the agency-based evaluation to the program-based self-evaluation order to effectively operate the performance management. However, the government policy evaluation system is still trapped in the agency-based evaluation. Self-evaluation system has been adapted since the enact of new Evaluation Act in April, 2006. However, ten different evaluation items are still in operation in the name of 'Special Parts' of government policy evaluation, all of which are indifferent from the self-evaluation. The self-evaluation system are paralysed by agency-based evaluation on one hand and the 'Special Parts' on the other hand. Therefore it can be said that the performance management cannot be successfully implemented as expected.λ³Έ λ
Όλ¬Έμ 2006λ
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