기본연구과제

The performance management system of local governments has been implemented since 2003, and all the local governments are compulsorily conducting the ‘Framework Act on Government Service Evaluation’ in 2006. The introduction of the New Public Management(NPM) in the public sector facilitated discussions on the competitiveness and productivity of local governments, also enhanced the feasibility of introducing performance management. However, performance management has also led to the negative effects of encouraging the evaluation obsess of local autonomy with the resistance and distrust of the members of the organization.
   The purpose of this study is to analyze the current status, problems and cases of the local government performance management system and to improve the stable operation and utilization of the institution of performance management. In addition, the research was carried out in order to promote organizational commitment, promote job motivation, and propose innovative measures to enhance organizational performance and productivity.
   Currently, the performance evaluation system implemented by local governments is based on the Balanced Score Card(BSC)-based performance management system. Through this, departments and individual evaluations are being carried out focusing on achievement of performance indicators, performance quality, and performance of major work. In addition, the evaluation results are used as data for individual job performance and department performance evaluation.
   The Arizona State and Oklahoma State performance management programs emphasize the need and importance of coaching rather than sequencing, with operating systems that fully reflect the goals and direction of the organization. Thus, it is suggested that the goal setting is clear, achievement of the performance indicators is easy and measurable and indicators themselves are highly valid.
   A survey was conducted to investigate innovative approaches to performance management toward scholars and experts who have experience in advising and evaluating local governments' performance management system and officials who manages local government performance. As a result of the questionnaire, it was concluded that the performance management system was settled relatively, and the necessity of improving the relevance among validity of Indicator and work correlativity was derived. It also requires an alternative that can be linked to an organization's performance evaluation results. Because, the performance evaluation system should be able to positively affect the job satisfaction and commitment of the members of the organization, and establish a performance evaluation system that can enhance the personal competence and the efficiency of the organization.
   In order to improve and establish the innovative institution of the performance management system, it needs to be reformed into a creative organizational culture. Also, in the point of view about performance management system which demands competition, it is required to change the perception that the development of individual competence and the performance of collaborative work among members are more positive for performance evaluation.
   The establishment of an organizational culture that guarantees mutual cooperation and creativity as partners rather than such a hierarchical class culture can strengthen the sense of solidarity of the organizational members who are committed to their job goals. In particular, this can be an opportunity to improve coaching between managers and members. Ongoing supervision and coaching by managers will enhance the individual competence of members and achieve performance management systems that can achieve performance goals more effectively, finally achieving innovation accordingly.