저작자표시-비영리-변경금지 2.0 대한민국 이용자는 아래의 조건을 따르는 경우에 한하여 자유롭게 l 이 저작물을 복제, 배포, 전송, 전시, 공연 및 방송할 수 있습니다. 다음과 같은 조건을 따라야 합니다: l 귀하는, 이 저작물의 재이용이나 배포의 경우, 이 저작물에 적용된 이용허락조건 을 명확하게 나타내어야 합니다. l 저작권자로부터 별도의 허가를 받으면 이러한 조건들은 적용되지 않습니다. 저작권법에 따른 이용자의 권리는 위의 내용에 의하여 영향을 받지 않습니다. 이것은 이용허락규약(Legal Code)을 이해하기 쉽게 요약한 것입니다. Disclaimer 저작자표시. 귀하는 원저작자를 표시하여야 합니다. 비영리. 귀하는 이 저작물을 영리 목적으로 이용할 수 없습니다. 변경금지. 귀하는 이 저작물을 개작, 변형 또는 가공할 수 없습니다.
Lim Jun-hyun Advisor : Prof. Jong-rok Yoon, Ph,D. Department of Business Administration Graduate School of Business
Administration, Chosun University
This study is focusing on the information and case studies of the human resource management among the general administration of the public enterprises. In particular, of the reformation process of human resource management plan of public enterprises, the measurement and effect of the annual salary system execution was analyzed.
Given the nature of the public enterprises, the successful execution of annual salary system requires more attention and efforts than those of private enterprises. The key factors for the successful management of the annual salary system of the public enterprises are as follows; Firstly, it is preliminarily required for the human resource management system to be transformed from human basis to the task based one. Hence, the task analysis is required and reorganization of occupational group and position system should be followed.
rewards are crucial. Excessive rewarding system according to the tasks, which are inefficient and hard to motivate, could cause the de-motivation of the members of the organization. To link the tasks and compensation properly, the basic salary should be given with differential grade and accumulative way and the grade is to be set narrowly.
Lastly, the limited labor cost should be allocated efficiently to the members of the enterprises. We propose to distribute the promotion allotment rates evenly to the respective grades, which could maximize the effects of the motivation and protect the development of the dissatisfaction of the members of the group.
Not all the public enterprises are guaranteed for the enhancement of the competitiveness of the corporate by introducing the annual salary system. There is no standard form of the annual salary system of the public enterprises of which organization culture and corporate environments are different respectively. Therefore, it is recommendable that the public enterprises change their structures to the performance based system and design the process which fits for the condition of the enterprises with support of the consensus of the members and strong volition of the board of directors.
Key words : Public enterprise, Annual salary system, Performance management
14) 김용우, 『공기업원론』, 경북 : 형설출판사, 2006. 15)
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