The Status and Improvement Scheme of Educational Program for Specialty Contractors' Employees

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** ݡ⦽Õᖅᱶ₦ᩑǍᬱ ᩑǍᬱ Ŗ⦺ᕾᔍ ([email protected]) *** ⦽ǎ᜽ᖅᦩᱥŖ݉ ᩑǍ᭥ᬱ Ŗ⦺ᕾᔍ([email protected])

Received July 3, 2013/ revised August 8, 2013/ accepted September 9, 2013

Copyright ⵑ 2013 by the Korean Society of Civil Engineers

ǣǣȀȀǤǤȀͳͲǤͳʹ͸ͷʹȀǤʹͲͳ͵Ǥ͵͵Ǥ͸Ǥʹͷ͸͵

ǤǤǤ

ⷂ⃶ሲ⛢⮃㉲#⹃♪ⵎ#ጎⳟ#㫂ḚᎶᵦⴖ#㯂㰧ኺ#ᇚ⛞⇧㭣

กন෹ȵ୨۩૶ȵ਑சવȵଲܛ૵

Hong, Sung-Ho, Jung, Dae-Woon, Shin, Ju-yeoul, Lee, Dong Wook****

The Status and Improvement Scheme of Educational Program for Specialty Contractors' Employees

ABSTRACT

Specialty contractors are in charge of the actual construction work and managing many work force in construction sites. The effective educational program for specialty contractors’ employees is essential to improve the competitiveness of construction industry.

However, there is no in-depth research on training programs for their management or technical staff. Therefore, this study proposes a framework of educational program for the specialty contractors’ employees in order to enhance their competence. An extended review of literature related the educational program was carried out to understand the concept, structure, and element of the education system.

A questionnaire survey for specialty contractors’ employees was performed to investigate the status and problems of educational programs as well as the their educational needs. Based on the survey, the demand-oriented education programs is required to meet the needs of specialty contractors’ employees. The framework of demand-oriented education programs for specialty contractors’

employees consists of training contents, training type and method, training hour.

Key words : Specialty contractor, Educational program, Human resource management, Competence model

Ⅹಾ

ᱥྙÕᖅᨦℕ᮹šญᯱၰʑᚁᯱ᮹ᩎపᨱ঑௝ÕᖅᔑᨦĞᰢಆŝšಉࡽʑ܆Ŗၰᯥ᜽ɝಽᯱ᮹י࠺ᔾᔑᖒᯕ᳭ᬑࡽ݅. ə్အಽÕᖅᔑ ᨦĞᰢಆᮥ⨆ᔢ⦹ʑ᭥⧕ᕽ۵Ʊᮂ⥥ಽəఉᮥ☖⦽ᱥྙÕᖅᨦℕšญᯱၰʑᚁᯱ᮹ᩎపv⪵aᱩᝅ⯩᫵Ǎࡽ݅. ə్ӹᱥྙÕᖅᨦℕ᮹

šญᯱၰʑᚁᯱƱᮂᨱš⦽ᩑǍ۵⦽ᱶᱢᯕÑӹᙹ⧪ࡽၵᨧ۵ᝅᱶᯕ݅. ঑௝ᕽᅙᩑǍ۵ᱥྙÕᖅᨦℕ᳦ᔍᯱݡᔢƱᮂ᮹⩥⫊ŝྙᱽ ᱱᮥ❭ᦦ⦹Ł, }ᖁႊᦩ᮹ᯝ⪹ᮝಽᙹ᫵ᯱ฿∅⩶Ʊᮂ⥥ಽəఉ}ၽႊ⨆ᮥษಉ⦹ʑ᭥⧕ᙹ⧪ࡹᨩ݅. ᯕෝ᭥⧕Ʊᮂ⥥ಽəఉᨱš⦽Ų ჵ᭥⦽ྙ⨭á☁aᯕ൉ᨕᲭᮝ໑, ⩥⧪ᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹Ʊᮂ⩥⫊ŝྙᱽᱱ, əญŁ᫵Ǎᔍ⧎ᮥ❭ᦦ⦹ʑ᭥⧕ᖅྙ᳑ᔍෝᝅ᜽⦹ᩡ݅.

ྙ⨭ၰᖅྙ᳑ᔍđŝෝၵ┶ᮝಽᱥྙÕᖅᨦℕ᳦ᔍᯱ฿∅⩶Ʊᮂ⥥ಽəఉ᮹}ၽႊ⨆ᮥƱᮂԕᬊ, ႊჶၰ⩶┽, ᜽eᮝಽǍᇥ⦹ᩍᱽᦩ

⦹ᩡ݅.

áᔪᨕ ᱥྙÕᖅᨦℕ, Ʊᮂ⥥ಽəఉ, ᯙᱢᯱᬱšญ, ᩎప༉ߙ

֨ėěν

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1. ᕽು

1.1 ઴֜ଭࢼլࢫࡧୡ

Õᖅᨦℕ᮹šญᯱၰʑᚁᯱ᮹ᩎపᨱ঑௝ʑ܆Ŗၰᯥ᜽

ɝಽᯱ᮹ י࠺ᔾᔑᖒᯕ ᳭ᬑࡹအಽ, ᯕॅ᮹ ᩎపŝ Õᖅᔑᨦ᮹

Ğᰢಆᮡၡᱲ⦽šಉᯕᯩ݅. ✚⯩, ᱥྙÕᖅᨦℕ۵2011֥ʑᵡ

Õᖅᔑᨦ ᱥℕ ʑ܆Ŗ ၰ ᯥ᜽ ɝಽᯱ᮹ 77.5%(776,825໦)᪡

šญᯱၰʑᚁᯱ᮹58.1%(329,843໦)ᮥŁᬊ⦹Łᯩᨕ, Õᖅᔑᨦ

Ğᰢಆ⨆ᔢᨱၙ⊹۵ᩢ⨆ᮡᔢݚ⦹݅. əౝᨱࠥᇩǍ⦹ŁᱥྙÕ ᖅᨦℕšญᯱၰʑᚁᯱ᮹ᩎపᮡ᳦⧊ÕᖅᨦℕᨱእƱ⦹ᩍԏᮡ

ᙹᵡᯕ݅. ᝅᱽಽHong and Kim (2009)ᨱ঑෕໕, ᳦⧊Õᖅᨦℕ

ᱥℕ᳑ᔍݡᔢ᮹51.9%ෝ₉ḡ⦹Łᯩᮭᨱၹ⧕, ᱥྙÕᖅᨦℕ۵

26.0%ಽᱩၹᙹᵡᨱᇩŝ⦹݅. ঑௝ᕽ↽᳦ᔾᔑྜྷ᮹ᖒ܆ŝ⣩ḩ

॒ᮥđᱶ⦹۵ᱥྙÕᖅᨦℕšญᯱၰʑᚁᯱ᮹ᩎపv⪵aᱩᝅ

⯩ ᫵Ǎࡽ݅.

ᱥྙÕᖅᨦℕšญᯱၰʑᚁᯱ᮹ᩎపv⪵ႊჶᵲᨱᕽaᰆ

⬉ŝᱢᯙäᯕၵಽƱᮂᯕ݅. ə్ӹᱥྙÕᖅᨦℕ۵ᩢᖙ⦹ᩍ

ᯙᱢᯱᬱ}ၽၰšญෝ᭥⦽ᯙ᜾ŝ⚍᯦a܆⦽ᯱᬱᯕᇡ᳒⦹݅.

ੱ⦽ᱥྙƱᮂʑš᮹⥥ಽəఉᮡŖɪᯱᵲᝍᮝಽ}ၽࡹᨕᵝ᫵

ᙹ᫵ᯱᯙᱥྙÕᖅᨦℕšญᯱၰʑᚁᯱᨱ✚⪵ࡹᨕᯩḡ༜⦹݅.

ᯕ᪡ zᮡᯕᮁಽ ᯙ⦹ᩍ ᱥྙÕᖅᨦℕšญᯱ ၰ ʑᚁᯱݡᔢ

Ʊᮂᯕ⪽ᖒ⪵ࡹᨕᯩḡᦫ݅. ޵ᬒᯕÕᖅᨦ᳦ᔍᯱƱᮂᨱš⦽

ᩑǍ۵Õᖅʑᚁšญჶᔢ᮹ྕƱᮂ᮹⩥⫊ŝྙᱽᱱ(Jang, 2005;

Choi, 1996), ᳦⧊Õᖅᨦℕšญᯱၰʑᚁᯱ᮹Ʊᮂ⥥ಽəఉ

ಉ⪽ᖒ⪵ႊᦩ(KFCITU, 2010; Jung, 1996)ᨱᵲᱱᮥࢱŁᙹ⧪

ࡹᨕ᪵݅. ⦹ḡอÕᖅᨦᨱᕽaᰆฯᮡʑ܆Ŗၰᯥ᜽ɝಽᯱෝ

Łᬊ⦹Łᯩᮥᐱอᦥܩ௝, Ŗ᳦ᄥᱥྙ᜽Ŗᮥݕݚ⦹ᩍÕᖅᨦ᮹

Ğᰢಆŝၡᱲ⦽šಉᯕᯩ۵ᱥྙÕᖅᨦℕ᮹šญᯱၰʑᚁᯱ

Ʊᮂᨱ š⦽ ᩑǍ۵ ⦽ᱶᱢᯕÑӹ ᙹ⧪ࡽ ၵ ᨧ݅.

঑௝ᕽ ᅙ ᩑǍ۵ ᱥྙÕᖅᨦℕ ᳦ᔍᯱ ݡᔢ Ʊᮂ᮹ ⩥⫊ŝ

ྙᱽᱱᮥ ❭ᦦ⦹Ł, ᯕ᮹ }ᖁᮥ ᭥⦽ ႊᦩ᮹ ᯝ⪹ᮝಽ ᙹ᫵ᯱ

฿∅⩶ Ʊᮂ ⥥ಽəఉ }ၽႊ⨆ᮥ ᱽᦩ⦹Łᯱ ⦽݅.

1.2 ઴֜ଭ࣐଍ࢫࢺ࣑

ᱥྙÕᖅᨦℕ۵ÕᖅᔑᨦʑᅙჶGᱽ8᳑ၰ࠺ჶ᜽⧪ಚᄥ⢽

1ᨱ᮹Ñ⦽ᨦℕෝ᮹ၙ⦽݅. ੱ⦽᳦ᔍᯱ௝⧉ᮡᱥྙÕᖅᨦℕ᮹

ݡ⢽, šญᯱ, ʑᚁᯱෝ ั⦽݅. ᱥྙÕᖅᨦℕ۵ ݡ⢽᮹ ᩎపŝ

Ʊᮂᯕᙹᨱ঑௝᳑Ḣ᮹ᔾᔑᖒŝšญᯱၰʑᚁᯱƱᮂ᮹⪽ᖒ⪵

ᩍᇡa᳭ᬑࡹအಽ, ݡ⢽᳦ࠥᔍᯱ᮹⦹ӹಽ⡍⧉⦽݅. šญᯱ۵

ᱥྙÕᖅᨦℕ᳦ᔍᯱƱᮂ⥥ಽəఉᮡᩎపv⪵ෝ᭥⦹ᩍᗭᗮ

ᨱᕽၼᮡᯱʑĥၽƱᮂอᮥ᮹ၙ⦽݅. ᙹ᫵ᯱ฿∅⩶Ʊᮂ⥥ಽə

⨆ᔢ᜽┅ʑ᭥⧕⦥᫵⦽Ʊᮂԕᬊŝᱢ⧊⦽Ʊᮂ⩶┽, ႊჶ, ᜽e

॒ᮥ ั⦽݅.

ᯕ్⦽ᱶ᮹᪡ჵ᭥ෝḡܭᱥྙÕᖅᨦℕƱᮂ᮹⩥⫊᳑ᔍၰ

}ᖁႊ⨆ᱽᦩᮡ݅ᮭŝzᮡᱩ₉ෝÙℱᙹ⧪ࡽ݅. ℌṙ, ྙ⨭᳑ᔍ

ෝ☖⧕b᳦ᱥྙƱᮂʑš, Õᖅ݉ℕᨱᕽᱥྙÕᖅᨦℕ᳦ᔍᯱෝ

ݡᔢᮝಽᯕ൉ᨕḡŁᯩ۵Ʊᮂ⥥ಽəఉ᮹⩥⫊ᮥƱᮂԕᬊ, ⩶┽

ၰႊჶ, ᜽eᮝಽǍᇥ⦹ᩍᔕ⠕ᅙ݅. ࢹṙ, ᱥྙÕᖅᨦℕ᳦ᔍᯱ

ෝݡᔢᮝಽᖅྙ᳑ᔍෝᝅ᜽⦹ᩍᯱʑĥ}ၽƱᮂ᮹ᯕᙹᩍᇡ᪡

ᱡ⧕ᬱᯙ, อ᳒ࠥෝ❭ᦦ⦹ᩍྙᱽᱱᮥ❭ᦦ⦽݅. ੱ⦽ᱥྙÕᖅᨦ ℕݡ⢽, šญᯱၰʑᚁᯱ᮹ᇡ᳒⦽ᩎపᮁ⩶ᮥ❭ᦦ⦹Ł, ᇡ᳒⦽

ᩎపᮥv⪵⦹۵ߑᱢ⧊⦽Ʊᮂ᫵ᗭ(ԕᬊ, ⩶┽ၰႊჶ, ᜽e)ෝ

ᇥᕾ⦽݅. ᖬṙ, ᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹Ḣྕ, ᩎపᮥŁಅ⦽ᙹ᫵

ᯱ฿∅⩶Ʊᮂ⥥ಽəఉ᮹}ၽႊ⨆ᮥƱᮂԕᬊ, ⩶┽, ႊჶၰ

᜽eᮝಽ Ǎᇥ⦹ᩍ ᱽᦩ⦽݅.

2. ᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹ᯱʑĥၽƱᮂ⥥ಽəఉ⩥⫊

ᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹᫵Ǎᔍ⧎ᮥၹᩢ⦽ᯱʑĥၽƱᮂᮡᱥ

ྙÕᖅᨦℕෝ ᳑⧊ᬱ ੱ۵ ⫭ᬱᔍಽ w۵ ᱥྙÕᖅŖᱽ᳑⧊

(KSCFC, Korea Specialty Contractor Financial Cooperative) ʑᚁƱᮂᬱŝݡ⦽ᱥྙÕᖅ⩲⫭(KOSCA, Korea Specialty Contractors Association)ᨱᕽᝅ᜽⦹Łᯩ݅. ᯕॅʑšᨱᕽᝅ᜽⦹Łᯩ۵

ᯱʑĥၽƱᮂ ⥥ಽəఉ᮹ ⩥⫊ᮡ Table 1ŝ z݅.

2.1 ୢࢂՍডվ୪୺෍׆২֗ଖ଀ଭ֗ଖඹߦֻ޽෮จ ᱥྙÕᖅŖᱽ᳑⧊ʑᚁƱᮂᬱ᮹ᯱʑĥၽƱᮂᮡḢྕƱᮂ, ᔍ ᯕქ ᦥ⋕ߑၙ Ʊᮂᮝಽ ݡᄥࡽ݅. ḢྕƱᮂᮡ ᱥྙÕᖅᨦℕ᮹

ݡ⢽, šญᯱၰʑᚁᯱaḢྕᙹ⧪᜽᫵Ǎࡹ۵ᝍ⪵ᙹᵡ᮹ᱥྙḡ

᜾ᮥƱᮂᰆḲ⧊Ʊᮂᮥ☖⧕v᮹᜾ᮝಽᙹv⦹۵Ʊᮂᮝಽ8᜽e

݉᭥ಽᯕ൉ᨕḡŁᯩ݅. ᔍᯕქᦥ⋕ߑၙƱᮂᮡᱥྙÕᖅᨦℕ

᳦ᔍᯱa⠙ญ⦽᜽eᨱ᪉௝ᯙ᜽ᜅ▽ᨱ ᱲᗮ⦹ᩍv᮹᜾ᮝಽ

ᙹv⦹۵Ʊᮂᮝಽ, 2᜽e݉᭥ಽᝅ᜽ࡹŁᯩ݅. ᯙ░֘Ʊᮂ᮹

✚ᖒᔢʑⅩᙹᵡ᮹ᱥྙḡ᜾ᮥᱥݍ⦹۵ߑᵲᱱᮥ ࢱŁᯩ݅۵

ᱱᯕ ḢྕƱᮂŝ ₉ᯕa ᯩ݅.

ᱥྙÕᖅŖᱽ᳑⧊ʑᚁƱᮂᬱ᮹ᯱʑĥၽƱᮂᮡᱥྙÕᖅᨦℕ

᳦ᔍᯱ᮹Ʊᮂ᫵ǍෝŁಅ⦹ᩍษಉࡽ⥥ಽəఉᨱ᮹⧕ᝅ᜽ࡹŁ

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Table 1. Education Programs for Self-Development of Specialty Contractors' Employee

KSCFC's education course, contents and hour KOSCA's education course, contents and hour

management(4)

Note : Number in the brackets means education hours.

Table 2. Questionnaire Result

Division CEO Engineer Manager

Total High/medium level Low level Subtotal High/medium level Low level Subtotal

Large company 6 12 25 37 4 7 11 54

Middle company 16 12 16 28 4 6 10 54

Small company 10 15 10 25 3 6 9 44

Total 32 39 51 90 11 19 30 152

ᯩ݅. ə్ӹᱥྙÕᖅᨦℕݡ⢽, šญᯱ, ʑᚁᯱᄥಽƱᮂŝᱶᯕ

༉ऩ⪵ࡹᨕᯩḡᦫᮥᐱอᦥܩ௝, Ʊᮂԕᬊe᮹ᔢ⪙ᩑšᖒࠥ

ᱢᨕ݉⠙ᱢᯙᱥྙḡ᜾ᮥᱥݍ⦹۵ߑə⊹Łᯩ۵ᝅᱶᯕ݅. ੱ⦽

ʑᚁƱᮂᅕ݅۵ʑⅩ⧪ᱶၰḡᬱᨦྕᙹ⧪᜽⦥᫵⦽ʑᅙԕᬊ(ᨲ ᖡ, ᱥᔑ⫭ĥ॒)ᨱ⊹ᵲ⦽໕ᯕᨧḡᦫ݅. ᯕಽᯙ⧕ᱥྙÕᖅᨦℕ

᳦ᔍᯱa⦥᫵ಽ⦹۵ᱥྙ⪵ࡽᩎపᮥ᳦⧊ᱢᮝಽ⨆ᔢ᜽┅۵ߑ

ᇡ᳒⦽ ⠙ᯕ݅.

2.2 ۩෉ୢࢂՍড෱ฎଭ֗ଖඹߦֻ޽෮จ

ݡ⦽ᱥྙÕᖅ⩲⫭ᯱʑĥၽƱᮂᮡ᪉௝ᯙ᜽ᜅ▽ᯕw∑ḡḡ

ᦫᦥ᪅Ḣ᪅⥥௝ᯙƱᮂᮝಽอᝅ᜽ࡹŁᯩ݅. Ʊᮂԕᬊᮡי࠺š ĥჶၰᔑᰍᝁŁᝅྕᯱv᜖⫭॒᮹ჶಚၰᱽࠥƱᮂ, ⦹ᙹࠥ

ᱥྙʑᚁƱᮂŝzᮡÕᖅʑᚁƱᮂ, ⫭ĥᝅྕ॒ḢྕƱᮂᮝಽ

ݡᄥࡽ݅. ᯕ్⦽Ʊᮂԕᬊᵲݡ⦽ᱥྙÕᖅ⩲⫭۵ʑšᯱℕ᮹

✚ᖒᔢჶಚၰᱽࠥᨱš⦽ԕᬊᮥ⫭ᬱᔍᨱíᱥݍ⦹۵ߑ⊹ᵲ⦹

Ł ᯩ݅.

ݡ⦽ᱥྙÕᖅ⩲⫭᮹Ʊᮂᮡᱶʑᱢᮝಽᙹ⧪ࡹʑᅕ݅۵⫭ᬱᔍ

᫵Ǎ᪡⦥᫵aᯩᮥĞᬑᨱอᝅ᜽ࡹŁᯩ݅. ੱ⦽ᯱʑĥၽƱᮂᮥ

ၼᮥᙹᯩ۵᜽eᱢᩍᮁaᱢᮡᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹ᨦྕŖ႒

ᮥ ↽ᗭ⪵⦹ࠥಾ Ʊᮂ᜽eᮥ 4᜽e ᯕԕಽ ᬕᩢ⦹۵ ⠙ᯕ݅.

3. Ʊᮂ⥥ಽəఉ}ᖁᮥ᭥⦽ᖅྙ᳑ᔍ

3.1 ୺ॷԹ૬

ᯱʑĥၽƱᮂ⥥ಽəఉ᮹}ᖁႊ⨆ᨱš⦽ᱥྙÕᖅᨦℕ᳦ᔍ

ᯱ᮹᮹čᮥᙹಕ⦹ʑ᭥⦹ᩍᱥ⪵, ᯕີᯝၰ➊ᜅෝ☖⦽ᯱĥ᜾

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Table 3. Education Status of Specialty Contractors' Employee

Total High/medium level Low level Subtotal High/medium level Low level Subtotal Large

company

Course completed 33.3% 41.7% 40.0% 40.5% 75.0% 28.6% 45.5% 40.7%

Course incompleted 66.7% 58.3% 60.0% 59.5% 25.0% 71.4% 54.5% 59.3%

Subtotal 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

Medium company

Subtotal 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

Small company

Subtotal 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

Total Course completed 46.9% 33.3% 39.2% 38.0% 36.4% 21.1% 26.7% 37.7%

Subtotal 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

ᖅྙ᳑ᔍෝᝅ᜽⦹ᩡ݅. ᳑ᔍݡᔢᮡᱥྙÕᖅᨦℕ᮹ݡ⢽ᱢᯙ᳦

⦹ɪᮝಽḢɪᮥǍᇥ⦹ᩡ݅

¹⁾

. ੱ⦽ᯕॅᯕᗭᗮࡹᨕᯩ۵ᱥྙÕ

ᖅྙ᳑ᔍ۵ 2012֥ 11ᬵᇡ░ 2ᬵʭḡ 3}ᬵe ᝅ᜽ࡹᨩᮝ໑, Table 2᪡ zᯕ ႑⡍ࡽ 300ᇡ᮹ ᖅྙḡ ᵲ 152ᇡa ⫭ᙹࡹᨕ

ᇥᕾᨱ ⪽ᬊࡹᨩ݅(⫭ᙹᮉ 50.7%).

3.2 ֗ଖଲ৤෮จࢫේบଲ৤ଭේ

Table 3ŝzᯕᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹Ʊᮂᯕᙹ⩥⫊ᮥᔕ⠕ᅕ ᦹ݅. ↽ɝ5֥ᯕԕᨱÕʑჶᔢ᮹ྕƱᮂੱ۵ᯱʑĥၽƱᮂᮥ

ၼᮡ Ğ⨹ᯕ ᯩ۵ Ğᬑ۵ ᮲ݖᯱ᮹ 37.7%ᯙ äᮝಽ ӹ┡ԍ݅.

✚⯩, ᯱʑĥၽƱᮂᮥᯕᙹ⦽Ğᬑ۵᮲ݖᯱ᮹22.0%ᨱᇩŝ⦽

äᮝಽ᳑ᔍࡹᨩ݅. ᯕෝ☖⦹ᩍᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹ᯱʑĥၽ Ʊᮂᮡྜྷುჶᱢ᮹ྕa ᯩ۵Õʑჶᔢ᮹ྕƱᮂࠥ⪽ᖒ⪵ࡹḡ

༜⧉ᮥ ᦭ ᙹ ᯩ݅.

ᱥྙÕᖅᨦℕḢྕᄥ(ݡ⢽, šญḢ, ʑᚁḢ) Ʊᮂၙᯕᙹእᮉᮡ

šญḢ(73.3%), ʑᚁḢ(62.0%), ݡ⢽(53.1%)᮹ᙽᕽಽ׳ᮡäᮝ

⦹ɪšญᯱ(78.9%)᮹Ʊᮂၙᯕᙹእᮉᯕ׳ᮡäᮝಽ᳑ᔍࡹᨩ

݅. ʑᨦȽ༉ᄥƱᮂၙᯕᙹእᮉᮡᗭʑᨦ᳦ᔍᯱ(70.5%), ᵲʑᨦ

᳦ᔍᯱ(61.1%), ݡʑᨦ᳦ᔍᯱ(59.3%) ᙽᕽಽӹ┡ԍᮝ໑, ᯕᵲ

1) ʑᨦȽ༉۵ᱥྙÕᖅᨦᝅ┽᳑ᔍᇥᕾᅕŁᕽ᮹ᱥྙÕᖅᨦℕǍᇥʑ ᵡᮥ⪽ᬊ⦹ᩡᮝ໑, ݡʑᨦᮡ᜽Ŗ܆ಆ⠪aᧂ232ᨖᯕᔢ, ᵲʑᨦᮡ

52ᨖᯕᔢ232ᨖၙอ, ᗭʑᨦᮡ52ᨖၙอᯙʑᨦᮥ᮹ၙ⧉. Ḣɪᮡ

88.9%)ᯕ Ʊᮂᮥ ၼᮡ Ğ⨹ᯕ ᱢᮡ äᮝಽ ᇥᕾࡹᨩ݅.

Table 4 ᪡zᯕ⨆⬥ᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹Ʊᮂᯕᙹ᮹⨆ᮥ

᳑ᔍ⦹ᩡ݅. ⨆⬥ᯱʑĥၽƱᮂᮥၼᮥ᮹⨆ᯕᯩ۵Ğᬑ۵᮲ݖᯱ

᮹81.6%ಽ ӹ┡ӹᱥၹᱢᮝಽᱥྙÕᖅᨦℕ᮹ ᳦ᔍᯱ᮹Ʊᮂ

ᯕᙹ᮹⨆ᮡๅᬑv⦽äᮝಽ❭ᦦࡹᨩ݅. ᯕෝ☖⦹ᩍᱥྙÕᖅᨦ ℕ ᳦ᔍᯱ᮹ Ʊᮂ ܩᷩᨱ ᇡ⧊ࡽ Ʊᮂ ⥥ಽəఉᯕ }ၽࡽ݅໕, Ʊᮂᮡ ⪽ᖒ⪵ࢁ ᙹ ᯩᮭᮥ ᦭ ᙹ ᯩ݅.

ᱥྙÕᖅᨦℕḢྕᄥƱᮂᯕᙹ᮹⨆እᮉᮡʑᚁḢ(84.4%), š ญḢ(83.3%), ݡ⢽(71.9%)᮹ᙽᕽಽ᳑ᔍࡹᨩ݅. ᯕᵲʑᚁḢᮡ

ᙹ᮹⨆ᯕ׳ᮡäᮝಽӹ┡ԍ݅. ʑᨦȽ༉ᄥƱᮂᯕᙹ᮹⨆እᮉᮡ

ᗭʑᨦ ᳦ᔍᯱ(84.1%), ݡʑᨦ ᳦ᔍᯱ(83.3%), ᵲʑᨦ ᳦ᔍᯱ

(77.8%) ᙽᕽಽ❭ᦦࡹᨩ݅. ᯕᵲݡʑᨦᨱᕽ۵ݡ⢽(100.0%),

äᮝಽ᳑ᔍࡹᨩ݅. ᯕ᪡zᮡđŝෝƱᮂᯕᙹ⩥⫊ŝእƱ⦹ᩍ

ᔕ⠕ᅝভ, ᯱʑĥၽƱᮂ᮹ᯕᙹĞ⨹ᯕᨧÑӹ⩽┾ᮥၼḡ༜⦽

ᵝℕ᮹ Ʊᮂ ᯕᙹ᮹⨆ᯕ ⩥ᱡ⯩ ׳ᮭᮥ ᦭ ᙹ ᯩ݅.

3.3 ֗ଖଲ৤ଭୠැ଀଴

Table 5 ᪡zᯕᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹ᯱʑĥၽƱᮂᯕᙹ᮹⨆

ᯕ׳ᮭᨱၹ⧕⪽ᖒ⪵ࡹḡᦫ۵ᬱᯙᨱš⦹ᩍᔕ⠕ᅕᦹ݅. ᮲ݖᯱ

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Table 4. Employee's Future Intention for Education Program

Large company

interested in edu

program 100.0% 91.7% 76.0% 81.1% 100.0% 71.4% 81.8% 83.3%

not interested in edu

program 0.0% 8.3% 24.0% 18.9% 0.0% 28.6% 18.2% 16.7%

Subtotal 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

Medium company

interested in edu

program 62.5% 75.0% 93.8% 85.7% 50.0% 100.0% 80.0% 77.8%

program 37.5% 25.0% 6.3% 14.3% 50.0% 0.0% 20.0% 22.2%

Subtotal 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

Small company

interested in edu

program 70.0% 93.3% 80.0% 88.0% 66.7% 100.0% 88.9% 84.1%

program 30.0% 6.7% 20.0% 12.0% 33.3% 0.0% 11.1% 15.9%

Subtotal 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

Total

interested in edu

program 71.9% 87.2% 82.4% 84.4% 72.7% 89.5% 83.3% 81.6%

program 28.1% 12.8% 17.6% 15.6% 27.3% 10.5% 16.7% 18.4%

Subtotal 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

Table 5. Obstruction Factors for Completing Course

Division

Job type Job position Company size

Total CEO Engineer Manager High/medium

level Low level Large company

Medium company

Small company Gap between edu program and field

work 12.6% 8.9% 12.2% 11.0% 9.5% 8.0% 9.3% 14.5% 10.3%

Insufficiency for enhancing job

performance 18.9% 17.0% 16.7% 16.7% 16.2% 19.8% 16.0% 11.5% 16.0%

Incentives' absence in company 12.6% 14.8% 13.3% 15.9% 13.8% 13.0% 17.3% 16.0% 15.4%

Insufficiency for free time for edu 27.4% 20.7% 25.6% 23.7% 22.4% 24.1% 22.8% 22.1% 23.1%

Ineffective edu' method 18.9% 17.4% 15.6% 17.1% 17.6% 15.4% 19.8% 16.8% 17.4%

Insufficiency for advancement and

wage increase 6.3% 13.3% 13.3% 9.4% 14.8% 13.0% 10.5% 12.2% 11.9%

Insufficient edu infrastructure 1.1% 4.1% 0.0% 2.9% 2.4% 1.2% 3.1% 3.8% 2.6%

Excessive load for edu expense 2.1% 3.7% 3.3% 3.3% 3.3% 5.6% 1.2% 3.1% 3.3%

Total 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

۵ݡᇡᇥ‘Ʊᮂᮥၼᮥᙹᯩ۵᜽eᱢᩍᮁᇡᰍ’, ‘እ⬉ŝᱢᯙ

Ʊᮂ⩶┽ ၰ ႊჶ’, ‘Ʊᮂᮥ ☖⦽ ᨦྕ܆ಆ ⨆ᔢ ၙ⯂’ᮥ ᵝ᫵

ᨱᕽ۵ݡ⩶ᱥྙÕᖅᨦℕᅕ݅ࠥ޵ᬒᩢᖙ⦹အಽ, ‘⫭ᔍ₉ᬱ᮹

ᯙᖝ❑ቭᇡᰍ’aᯱʑĥၽƱᮂ᮹ᵝ᫵ᱡ⧕ᬱᯙᮝಽ❭ᦦࡹʑࠥ

⦹ᩡ݅.

‘Ʊᮂᮥၼᮥᙹᯩ۵᜽eᱢᩍᮁᇡᰍ’aaᰆⓑᱡ⧕ᬱᯙᮝಽ

ᬱᮝಽǍᖒࡹᨕᯩᮝ໑, ⦽໦᮹Ḣᬱᯕᩍ్}᮹ᨦྕෝݕݚ⦹۵

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Table 6. Employees' Satisfaction for Self-Develpment Edu Program

Division Job type Job position Company size

Total CEO Engineer Manager High/medium level Low level Large company Medium company Small company

Program content 2.83 2.86 3.33 2.70 2.81 2.83 2.71 2.71 2.85

Program hour 2.83 2.67 3.17 2.70 2.50 2.50 2.57 2.71 2.71

Instructors 4.00 4.81 4.33 4.60 4.81 4.50 4.00 4.86 4.49

Program type 3.00 2.48 2.67 2.50 2.25 3.08 2.57 2.64 2.65

Program method 2.83 2.52 2.33 2.50 2.50 2.50 2.57 2.57 2.54

Edu expense 4.67 4.62 4.33 4.60 4.50 4.30 4.00 4.57 4.45

Infrastructure 4.83 4.71 4.50 3.00 3.69 4.42 4.81 4.86 4.35

Total 3.57 3.52 3.52 3.23 3.29 3.45 3.32 3.56 3.43

Note : These scores are measured by Likert's five point scale

Ğᬑaᯝၹᱢᯕ௝Ʊᮂᮝಽᯙ⦽Ŗᕾ᜽ᨦྕŖ႒ᮥ₥ᬭᵥ

ᩍᮁᯙಆᯕᨧʑভྙᮝಽᯕ⧕ࡽ݅. ə్ӹ⨆⬥ᯙᱢᯱᬱ}ၽᨱ

š⦽↽ŁĞᩢᯱ᮹ᯙ᜾ᯕᱥ⪹ࡹŁ∊ᇥ⦽Ʊᮂ⬉ŝaၽ⭹ࡽ݅

໕, ∊ᇥ⯩ ⧕đࢁ ᙹ ᯩ۵ ྙᱽᱱᯕ௝ ❱݉ࡽ݅. ‘እ⬉ŝᱢᯙ

Ʊᮂ⩶┽ၰႊჶ’᮹Ğᬑᨱ۵⩥⧪Ʊᮂ⥥ಽəఉᯕ⦝Ʊᮂᯱ᮹

ܩᷩෝၹᩢ⦹۵ߑၙ⯂⦹ᩡʑভྙᨱ❭ᔾࡽྙᱽᱱᮝಽᔍഭࡽ

݅. ᯕ్⦽ᱱᯕđǎ‘Ʊᮂᮥ☖⦽ᨦྕ܆ಆ⨆ᔢၙ⯂’ᯕ௝۵

ᇡᱶᱢᯙƱᮂ⬉ŝෝⅩ௹⦽äᮝಽ⧕ᕾࡽ݅. ঑௝ᕽ⩥᜽ᱱᨱᕽ

ᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹Ʊᮂᮥ⪽ᖒ⪵᜽┅ʑ᭥⧕ᕽ۵ᙹ᫵ᯱܩ

ᷩᨱᱢ⧊⦽Ʊᮂԕᬊ, ⩶┽ၰႊჶ॒ᯕၹᩢࡽƱᮂ⥥ಽəఉᮥ

}ၽ⧉ᮝಽ៉Ʊᮂ⬉ŝෝ᷾ḥ᜽⍽ᱥྙÕᖅᨦℕ↽ŁĞᩢᯱ᮹

ᯙ᜾ᮥ ᱥ⪹⦹۵ äᯕ ၵ௭Ḣ⦽ ᱲɝჶᯕ௝ ❱݉ࡽ݅.

3.4 ֗ଖඹߦֻ޽઩ւ෉࠮୻ܑ

Table 6 ŝzᮡ⩥⧪ᯱʑĥၽƱᮂ⥥ಽəఉ᮹᫵ᗭᄥอ᳒ࠥෝ

ᔕ⠕ᅕᦹ݅. ᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹⩥⧪ᯱʑĥၽƱᮂ⥥ಽəఉ ᨱš⦽ᱥၹᱢᯙอ᳒ࠥ۵‘ᅕ☖ᙹᵡ(3.43)’ᯙäᮝಽӹ┡ԍ݅.

Ʊᮂvᔍḥ, ᙹvഭၰᯙ⥥௝ᨱݡ⧕ᕽ۵ݡℕᱢᮝಽอ᳒ࠥa

᧲⪙⦽ ᙹᵡ(4.0 ᯕᔢ)ᯙ äᮝಽ ᳑ᔍࡽ ၹ໕, Ʊᮂԕᬊ, ᜽e,

⩶┽ၰႊჶᮡၙ⯂⦽ᙹᵡ(3.0 ၙอ)ᯙäᮝಽ❭ᦦࡹᨩ݅. ᯕ᪡

əݡಽᮁḡࡹ۵äᮝಽ᳑ᔍࡹᨩ݅. Ʊᮂԕᬊၰ᜽e, ⩶┽ၰ

ႊჶᨱš⦽ᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹ԏᮡอ᳒ࠥ۵ᙹ᫵ᯱ᮹Ḣྕ, ᩎపၰ᫵Ǎෝၹᩢ⧉ᨱᯩᨕၙ⯂⦽⩥⧪‘እ⬉ŝᱢᯙƱᮂ⩶┽

ၰႊჶ’ᯕᯱʑĥၽƱᮂᯕᙹ᮹ᵝ᫵ᱡ⧕ᬱᯙᮝಽḡᱢࡽđŝ᪡

ᯝๆᔢ☖⦽äᯕ݅. ঑௝ᕽᱥྙÕᖅᨦℕ᮹ᯱʑĥၽƱᮂ᮹ᯕᙹ

⪽ᖒ⪵ၰอ᳒ࠥ⨆ᔢᮥ᭥⧕ᕽ۵ݡ⢽, šญᯱ, ʑᚁᯱ᮹Ḣྕ᪡

ᩎపᮥᱢɚŁಅ⦽ᙹ᫵ᯱ฿∅⩶Ʊᮂ⥥ಽəఉ᮹}ၽᯕᱩᝅ⯩

᫵Ǎࢉᮥ ݅᜽ ⪶ᯙ⧁ ᙹ ᯩ݅.

3.5 ஻ࡿ࣢ߦԳฃܥෂ૬নଲ଼ۀલ߆

Lee and Choi (2009)᮹ᩑǍෝₙ᳑⦹ᩍᱥྙÕᖅᨦℕݡ⢽, šญᯱ, ʑᚁᯱ᮹ᩎపᮥTable 7ŝzᯕᯱʑšญᩎప, ᯙᱢšญ

ᩎప, ᔢ⫊ݡ⃹ᩎప, ᱥఖᱢᔍŁᩎప, ḢྕᩎపᮝಽbbǍᇥ⦹

ᩡ݅.

ᯱʑšญ ᩎపᮡ ᯱᝁᮥ ɮᱶᱢᮝಽ ☖ᱽ⧁ ᙹ ᯩ۵ ԕ໕ᱢ

܆ಆᮝಽᕽ, ᯱၽᖒ, ᯱʑอ᳒, ₦ᯥq, ᯱʑ}ၽ᮹⦹᭥⊂ᱶ⧎༊

݅᧲⦽ᯙᱢᯱᬱᮥɮᱶᱢᮝಽšญ⦹۵܆ಆᮝಽᕽ, ݡᯙšĥ, ᮹ᔍᗭ☖, ⩲ಆ, ญ޵ᛞᮝಽ Ǎᖒࡽ݅. ᔢ⫊ݡ⃹ ᩎపᮡ ᔢ⫊ᮥ

☖ₑ⦹Ł❱݉⦹ᩍᵝᨕḥᔢ⫊ᨱaᰆᱢᱩ⦹íݡ⃹⧁ᙹᯩ۵

܆ಆᮝಽᕽ, ☖ₑಆ, ❱݉ಆ, ྙᱽ⧕đ܆ಆ, ⩲ᔢಆᮝಽᯕ൉ᨕᲙ

ᯩ݅. ᱥఖᱢᔍŁᩎపᮡᱥఖᱢᔍŁෝ☖⧕ᰆʑᱢᯕŁᱥℕᱢᯙ

༊⢽ෝᖒ≉⦹۵܆ಆᯕ໑, ၙ௹ḡ⨆, ༊⢽ݍᖒ, ĥ⫮܆ಆ, ᮹ᔍđ ᱶᮝಽӹ٥ᨕḥ݅. ษḡสᮝಽḢྕᩎపᮡᵝᨕḥŝᨦᮥᙹ⧪⦹

ʑ᭥⧕᫵Ǎࡹ۵܆ಆᮝಽᕽᱥྙḡ᜾, ᝅྕ܆ಆ, Ğ⨹ၰᙺಉࠥ, ᱥᔑ ⪽ᬊ܆ಆᮝಽ bb Ǎᖒࡽ݅.

Table 8ŝzᯕᱥྙÕᖅᨦℕݡ⢽, šญᯱ, ʑᚁᯱᄥಽv⪵ࢁ

⦥᫵ᖒᯕᯩ۵ᩎపᮁ⩶ᮥᔕ⠕ᅕᦹ݅. ᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹᳦

⧊ᩎపᙹᵡᮡ3.50ᮝಽᕽᅕ☖ᙹᵡᯕ݅. ᩎపᮁ⩶ᄥಽ۵Ḣྕᩎ పᯕ4.54ಽᕽaᰆ᧲⪙⦽ᙹᵡᮥᅕᩡᮝ໑, ə݅ᮭᮝಽᱥఖᱢ

ᔍŁᩎప(3.50), ᯱʑšญᩎప(3.47), ᯙᱢšญᩎప(3.23), ᔢ⫊

ݡ⃹ᩎప(2.78)᮹ᙽᕽಽࠥ⇽ࡹᨩ݅. Ḣྕᩎపŝəᯕ᫙ᩎపe ᮹ Ċ₉۵ ๅᬑ Ⓧ݅۵ äᮥ ᦭ ᙹ ᯩ݅.

Ḣྕᄥಽ۵ݡ⢽(3.80), ʑᚁᯱ(3.37), šญᯱ(3.34)᮹ᙽᕽಽ

᳦⧊ ᩎపᙹᵡᯕ ⊂ᱶࡹᨕ, ݡ⢽᮹ ᩎపᙹᵡᯕ ᳑Ḣ ᱥၹᨱ ⓑ

ᩢ⨆ᮥၙ⊹۵ᱥྙÕᖅᨦℕ᮹✚ᖒᮥ❭ᦦ⧁ᙹᯩᨩ݅. ᱥྙÕᖅ ᨦℕݡ⢽᮹Ğᬑᨱ۵ᯱʑšญᩎప(4.82)ŝḢྕᩎప(4.77)ᯕ

᧲⪙⦽ᙹᵡ, ᱥఖᱢᔍŁᩎప(3.80)ᯕᅕ☖ᙹᵡᯙၹ໕, ᯙᱢšญ

ᩎప(2.86), ᔢ⫊ݡ⃹ᩎప(2.77)ᯕᇩప⦽ᙹᵡᯙäᮝಽ❭ᦦࡹᨩ

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Table 7. Employees' Job Competence Types in Specialty Contractors

Big items Small items Contents

Self-management competence

Spontaneity Ability to think and behave spontaneously by one's own power.

Confidence Ability to handle tasks actively with pride

Responsibility Ability to think a given task valuable working with obligation

Self-development Ability to develop one's own capability with desire to achieve an objective

Human resource management

competence

Interpersonal relationship Ability to make a positive inter-relationship among organizational members Communication Ability to understand and communicate with organizational members

Cooperation Ability to realize public wishes by cooperating with organizational members Leadership Ability to realize public wishes by leading organizational members

Problem-handling competence

Insight Ability to extensively understand the cause, background and effect of a phenomenon Judgement Ability to understand a phenomenon logically and reasonably

Problem-solving Ability to solve a problem occurred while performing work Negotiation Ability to obtain what you want by persuading a counterpart

Strategic thinking competence

Future-forwarding Tendency or attitude to plan one's future and actively execute the plan Goal achievement Ability to establish and achieve an objective

Planning Ability to decide how to do something in detail before actually starting to do it Decision-making Ability to collect and analyze data and reach a right answer to a question

Job competence

Knowledge of job Knowledge required in performing work Practice ability Ability to handle and complete a given task

Experience Knowhow and skills required in performing tasks

Computer-applying capability Ability to use computers and software programs needed for performing works

݅. ʑᚁᯱ᮹Ğᬑᨱ۵Ḣྕᩎప(4.45)ŝᯙᱢšญᩎప(4.41)ᯕ

᧲⪙⦽ᙹᵡ, ᔢ⫊ݡ⃹ᩎప(3.33)ᯕᅕ☖ᙹᵡᯙäᮝಽӹ┡ԍᮝ ӹ, ᯱʑšญᩎప(2.31)ŝᱥఖᱢᔍŁᩎప(2.35)ᯕᇩప⦽ᙹᵡᯙ

ᕽࠥ࠺ᯝ⦽äᮝಽᇥᕾࡹᨩ݅. ษḡสᮝಽšญᯱ᮹Ğᬑᨱ۵

Ḣྕᩎప(4.39), ᱥఖᱢᔍŁᩎప(4.36)ᮡ᧲⪙⦽ᙹᵡ, ᯱʑšญ

ᩎప(3.27)ᮡ ᅕ☖ᙹᵡᯙ äᮝಽ ᳑ᔍࡹᨩᮝӹ, ᯙᱢšญ ᩎప (2.43), ᔢ⫊ݡ⃹ᩎప(2.24)ᮡᇩప⦽ᙹᵡᯙäᮝಽ❭ᦦࡹᨩ݅.

ᱥఖᱢᔍŁᩎప, ᯱʑšญᩎప, ᯙᱢšญᩎప, ᔢ⫊ݡ⃹ᩎప᮹

ᙽᕽಽᱥྙÕᖅᨦℕᩎపᙹᵡᯕ׳ᮡäᮝಽ᳑ᔍࡹᨩᮝ໑, Ḣྕᩎ పŝəᯕ᫙ᩎపe᮹Ċ₉ࠥⓍ݅۵ᱱᮡᮁᔍ⦽äᮝಽӹ┡ԍ݅.

ᯕ᪡zᮡᱱᮥŁಅ⧁ভ, ᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹ᩎపᙹᵡᮡ

ԏᦥᯱʑĥၽƱᮂᮥ☖⦹ᩍ⨆ᔢ᜽┍⦥᫵aᯩᮭᮥ᦭ᙹᯩᨩ݅.

ݡ⢽᪡šญᯱ᮹Ğᬑᨱ۵ᯙᱢšญᩎప, ᔢ⫊ݡ⃹ᩎప, ʑᚁᯱ᮹

Ğᬑᨱ۵ᯱʑšญᩎపŝᱥఖᱢᔍŁᩎప᮹v⪵a᫵Ǎࡽ݅۵

ᱱᮥ❭ᦦ⧁ᙹᯩᨩ݅. ঑௝ᕽ⨆⬥ษಉࡹᨕ᧝⧁ᙹ᫵ᯱ฿∅⩶

ᯱʑĥၽƱᮂ⥥ಽəఉᮡḢྕᄥಽᇡ᳒⦽ᩎపᮥ}ᖁ᜽┅۵ߑ

ᵲᱱᮥ ࢱᨕ᧝ ⧁ äᯕ݅.

3.6 લ߆ଖন઩ୡ෍෉֗ଖ૬ী

Table 9 ᪡zᯕᱥྙÕᖅᨦℕݡ⢽, šญᯱၰʑᚁᯱᄥᖁ⪙⦹۵

Ʊᮂ᮹ԕᬊᮥᔕ⠕ᅕᦹ݅. ݡ⢽᪡šญᯱ۵ྙᱽ⧕đ, Ḣྕ, ᯙᱢᯱ

ᬱšญ᪡šಉࡽᱥྙḡ᜾ŝԕᬊ, ʑᚁᯱ۵Ḣྕ, ᔍᨦʑ⫮, ᯱʑĥ ၽŝšಉࡽᱥྙḡ᜾ŝԕᬊᮥᖁ⪙⦹۵äᮝಽӹ┡ԍ݅

²⁾

. ᯕ᪡

zᮡđŝ۵Ḣྕᄥಽᇡ᳒⦽ᩎప᮹ᮁ⩶ᮥ⨆ᔢ᜽┅Łᯱ⦹۵

ᱱᯕၹᩢࡽäᯕ௝⧕ᕾࡽ݅. ݅อ, ✚ʑ⧁ᱱᮡݡ⢽ᯱ, šญᯱ

ၰʑᚁᯱ༉ࢱaḢྕᩎపᯕᬑᙹ⦽äᮝಽ᳑ᔍࡹᨩᮭᨱࠥᇩǍ⦹

Ł, ᖁ⪙⦹۵ƱᮂԕᬊᮝಽḢྕšಉᱥྙḡ᜾ၰԕᬊᯕࠥ⇽ࡹᨩ

݅۵äᯕ݅. ᯕෝ☖⦹ᩍḢྕᩎపŝšಉࡽᱥྙḡ᜾ၰԕᬊᮡ

ᯱʑĥၽƱᮂ᮹ ʑᅙŝᱶᮝಽ ᔝᮥ ⦥᫵a ᯩᮭᮥ ᦭ ᙹ ᯩ݅.

ᨕ ॒)

ᯙᱢšญƱᮂᮡ᳑ḢǍᖒᬱ᮹⩲ಆŝ܆ಆᮥ↽ݡ⦽ҭᨕԝᙹᯩ۵

ᱥྙḡ᜾ ၰ ʑჶ(ญ޵ᛞ, ᮹ᔍᗭ☖ʑჶ, ʑᨦྙ⪵ ॒)

ྙᱽ⧕đƱᮂᮡḢྕᙹ⧪᜽ၽᔾ⦹۵ྙᱽ⧕đᨱ⦥᫵⦽ᱥྙḡ᜾

ၰ ʑჶ(ྙᱽ⧕đʑჶ, ᮹ᔍđᱶᯕು ၰ ʑჶ, ⩲ᔢʑჶ ॒)

Ḣྕšಉ Ʊᮂᮡ Ḣྕ ᙹ⧪ ᜽ ⦥᫵⦽ ᱥྙḡ᜾ ၰ Ğ⨹(Õᖅʑᚁ,

(8)

Table 8. Employees' Levels by Job Type and Competence Type

Large company

Self-management competence 4.13 2.29 2.21 2.24 3.56 3.07 3.25 3.21 Human resource management

competence 2.96 4.35 4.29 4.31 2.31 2.39 2.36 3.21

Problem-handling competence 2.75 3.38 3.23 3.28 2.31 2.21 2.25 2.76 Strategic thinking competence 3.83 2.33 2.24 2.27 4.44 4.21 4.30 3.47

Job competence 4.63 4.58 4.36 3.43 4.50 4.32 4.39 4.15

Subtotal 3.42 3.09 2.99 3.02 3.15 2.97 3.04 3.36

Medium company

competence 2.91 4.29 4.44 4.38 2.31 2.25 2.28 3.19

Job competence 4.86 4.31 4.52 3.43 4.06 4.33 4.23 4.17

Subtotal 3.57 3.07 3.10 3.08 3.09 2.90 2.98 3.41

Small company

competence 2.73 4.67 4.48 4.59 2.50 2.79 2.69 3.34

Job competence 4.70 4.57 4.38 4.49 4.58 4.58 4.58 4.59

Subtotal 3.47 3.23 3.13 3.19 3.05 3.25 3.19 3.56

Total

competence 2.86 4.46 4.37 4.41 2.36 2.47 2.43 3.23

Job competence 4.77 4.49 4.41 4.45 4.36 4.41 4.39 4.54

Subtotal 3.54 3.17 3.07 3.12 3.08 3.10 3.10 3.50

Note : These scores are measured by Likert's five point scale

Table 10 ŝzᯕᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹ᖁ⪙Ʊᮂԕᬊᮝಽ

᮲ݖᯱෝ5}ᇡྙᮝಽǑḲ⪵(ᯱʑšญᩎపǑ, ᯙᱢšญᩎపǑ, ᔢ⫊ݡ⃹ᩎపǑ, ᱥఖᱢᔍŁᩎపǑ, ḢྕᩎపǑ)⦹ᩍၵ௭Ḣ⦽

Ʊᮂ⩶┽, ႊჶၰ᜽eᮥ᳑ᔍ⦹ᩡ݅. ᯱʑĥၽᮥ᭥⦽ʑⅩᗭ᧲

⦺ྙᮥ⦥᫵ಽ⦹۵ᯱʑšญᩎపǑ᮹Ğᬑᨱ۵᪉௝ᯙƱᮂ(Ʊᮂ

⩶┽), v᮹᜾Ʊᮂ(Ʊᮂႊჶ), 6}ᬵၹᯝƱᮂ(Ʊᮂ᜽e)ᮥᖁ⪙

⦹ᩡᮝ໑, ᳑ḢǍᖒᬱ᮹⩲ಆŝ܆ಆᮥ↽ݡ⦽ҭᨕԝᙹᯩ۵

ᱥྙḡ᜾ၰʑჶᮥ⦥᫵ಽ⦹۵ᯙᱢšญᩎపǑᮡ᪉௝ᯙƱᮂŝ

Ḳ⧊Ʊᮂᯕ⪝⧊ࡽƱᮂ, ☁᮹᜾Ʊᮂ, 6}ᬵၹᯝƱᮂŝ12ᯝ

ᩑᗮƱᮂᮥᖁ⪙⦹۵äᮝಽӹ┡ԍ݅

³⁾

. ੱ⦽Ḣྕᙹ⧪᜽ၽᔾ⦹

3) 6}ᬵၹᯝƱᮂᮡƱᮂ᜽eᯙ6}ᬵ࠺ᦩๅᯝ4᜽eᦊƱᮂᯕᯕ൉ᨕ

۵ྙᱽ⧕đᨱ⦥᫵⦽ᱥྙḡ᜾ŝʑჶᮥ⦥᫵ಽ⦹۵ᔢ⫊ݡ⃹

ᩎపǑᮡ Ʊᮂᰆ Ḳ⧊Ʊᮂ, ᔍಡᩑǍ Ʊᮂ, 12ᯝ ᩑᗮ Ʊᮂᮥ, ᔍᨦʑ⫮᜽⦥᫵⦽ᱥྙḡ᜾ŝĞ⨹ᮥ⦥᫵ಽ⦹۵ᱥఖᱢᔍŁ

ᩎపǑᮡ݉ℕḲ⧊Ʊᮂ, ᔍಡᩑǍ᪡ℕ⨹Ʊᮂ, 3}ᬵ1ᯝƱᮂŝ

12 ᯝᩑᗮƱᮂᮥၵ௭Ḣ⦽Ʊᮂ᫵ᗭಽᯙ᜾⦹۵äᮝಽ᳑ᔍࡹᨩ

݅. ษḡสᮝಽḢྕᙹ⧪᜽⦥᫵⦽ᱥྙḡ᜾ŝĞ⨹ᮥ⦥᫵ಽ

⦹۵ḢྕᩎపǑᮡ݉ℕḲ⧊Ʊᮂ, v᮹᜾ŝ☁᮹᜾Ʊᮂ, 6}ᬵ

ၹᯝ Ʊᮂᮥ ᖁ⪙⦹۵ äᮝಽ ❭ᦦࡹᨩ݅.

ḥ݅۵᮹ၙᯥ(3}ᬵ1ᯝƱᮂᮡ3}ᬵ࠺ᦩๅᯝ8᜽eᦊƱᮂᯕ

ᯕ൉ᨕḥ݅۵ ᮹ၙ).

(9)

Table 9. Employees' Favor Contents by Job Types

Division Self-management competence

Human resource management competence

Project planning

competence Job competence Total

CEO 14.3% 22.2% 28.6% 9.5% 25.4% 100.0%

Engineer 21.7% 16.7% 11.7% 25.0% 25.0% 100.0%

Manager 18.3% 21.7% 23.3% 8.3% 28.3% 100.0%

Table 10. Employees' Favor Edu Types by Competence Groups

Division Self-management competence

Human resource management competence

Strategic thinking

competence Job competence Total

Type

On-line 50.0% 16.7% 26.0% 10.0% 6.9% 23.1%

Off-job training 26.6% 14.3% 42.9% 30.0% 22.2% 28.5%

Group training 15.6% 16.7% 23.4% 50.0% 62.5% 33.9%

On-line + off-job

training 7.8% 52.4% 7.8% 10.0% 8.3% 14.6%

Subtotal 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

Method

Lecture method 46.9% 14.3% 20.8% 12.8% 56.9% 32.8%

Discussing method 12.5% 52.4% 13.0% 12.8% 18.1% 19.5%

Case study method 15.6% 16.7% 50.6% 29.8% 12.5% 26.2%

Experienced

method 25.0% 16.7% 15.6% 44.7% 12.5% 21.5%

Subtotal 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

Hour

8 hrs. per day

during 3 months 35.9% 8.5% 15.6% 37.5% 30.6% 25.3%

4 hrs. per day

during 6 months 37.5% 40.4% 28.6% 22.5% 37.5% 33.7%

During 12 days 18.8% 42.6% 42.9% 15.0% 16.7% 27.7%

During Weekend 7.8% 8.5% 13.0% 25.0% 15.3% 13.3%

Subtotal 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

4. ᱥྙÕᖅᨦℕƱᮂ⥥ಽəఉ᮹}ᖁႊ⨆

ḡɩʭḡ᮹đŝෝ᳦⧊⦹ᩍᖅᱶ⦽ᱥྙÕᖅᨦℕݡ⢽, ʑᚁᯱ

ၰšญᯱෝ᭥⦽ᯱʑĥၽƱᮂ⥥ಽəఉ᮹}ᖁႊ⨆ᮡTable 11ŝ z݅.

ℌṙ, ᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹ᯱʑĥၽƱᮂᯕᙹ۵⪽ᖒ⪵ࡹᨕ

ᯩḡᦫᮝӹ, ⨆⬥᮹Ʊᮂᯕᙹ᮹⨆ᮡv⦽äᮝಽ❭ᦦࡹᨕᯱʑĥ ၽƱᮂ⥥ಽəఉᮥ☖⦽ᩎప⨆ᔢᯕ⦥᫵⧉ᮥ⪶ᯙ⧁ᙹᯩ݅.

ə్ӹ ᯱʑĥၽ Ʊᮂ ⥥ಽəఉ᮹ ԕᬊ, ⩶┽, ႊჶ ၰ ᜽eᨱ

š⦽อ᳒ࠥ۵׳ḡᦫᦥ, ᯕᨱš⦽}ᖁᯕᱩݡᱢᮝಽ⦥᫵⦹݅.

ࢹṙ, ᯱʑĥၽƱᮂ⥥ಽəఉ᮹}ᖁᮡᱥྙÕᖅᨦℕ᮹Ḣྕ(ݡ

⦽݅. ݡ⢽᪡ šญᯱ۵ Ḣྕ ᩎప, ᯙᱢšญ ᩎప ၰ ᔢ⫊ݡ⃹

ᩎప, ʑᚁᯱ۵Ḣྕᩎప, ᯱʑĥၽᩎపၰᱥఖᱢᔍŁᩎపᮥ

ᮂᖒ⧁ᙹᯩࠥಾƱᮂŝᱶᮥǍᖒ⧁⦥᫵aᯩ݅. ᯕভ, ݡ⢽ᨱ

š⦽ƱᮂŝᱶᮡᵝಽƱᮂᯕᙹ᮹⨆ᯕv⦽ݡʑᨦݡ⢽, šญᯱ᮹

ɪʑᚁᯱ᮹ᯱʑĥၽƱᮂܩᷩෝŁಅ⦹ᩍvǍ⦹۵äᯕၵ௭Ḣ

⦹݅.

ᖬṙ, ᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹ᯱʑĥၽƱᮂ⥥ಽəఉᮡݡ⢽, ʑᚁᯱ, šญᯱᄥಽӹ٥ᨕ༉ऩ⪵⦹Ł, ʑᅙƱᮂŝᱶŝᝍ⪵Ʊᮂ

ŝᱶᮝಽǍᇥ⦹ᩍ᧝⦽݅. ᱥྙÕᖅᨦℕ᳦ᔍᯱ۵Ḣྕᩎపᯕ

ᩍ┡᮹ᩎపᅕ݅ࠥᬑᙹ⧉ᨱࠥᇩǍ⦹ŁƱᮂᯕᙹ ᮹⨆ᯕv⧁

ᐱอᦥܩ௝Ğᰢಆᨱaᰆၡᱲ⦽ᩎపᯕʑভྙᨱʑᅙƱᮂŝᱶ ᮝಽǍᖒ⧁⦥᫵aᯩ݅. ʑᅙƱᮂŝᱶ᮹ႊჶ, ⩶┽ၰ᜽eᮡ

Ḣྕᩎపᮥv⪵⦹۵ߑᱢ⧊⦽äᮝಽƱᮂ᫵ᗭෝŁಅ⦹ᩍ᧝⦽

݅. Ḣྕšಉᱥྙḡ᜾ၰԕᬊᮥᱥݍ⦹۵ߑᱢ⧊⦽Ʊᮂ᫵ᗭ۵

(10)

Table 11. Improvements for Employees' Self-Develpment Program

Basic course

Content Advanced knowledge and content related job

Advanced knowledge and content related job

Type Group training Group training Group training

Method Lecture method + discussing method Lecture method + discussing method Lecture method + discussing method Hour 4 hrs. per day during 6 months 4 hrs. per day during 6 months 4 hrs. per day during 6 months

Advance course

Content

Advanced knowledge for human resource

management

Advanced knowledge for problem-handling

Basic competence for self-management

Advanced knowledge for strategic thinking

Advanced knowledge for human resource

management

Advanced knowledge for problem-handling

Type On-line + off-job

training Off-job training On-line Group training On-line + off-job

training Off-job training Method Discussing method Case study method Lecture method Case study method +

experienced method Discussing method Case study method

Hour

- 4 hrs. per day during 6 months(On-line) - During 12 days

(Group training)

- During 12 days - 4 hrs. per day during 6 months

- 8 hrs. per day during 3 months (Case study method) - During 12 days(Ex- perienced method)

- 4 hrs. per day during 6 months (On-line) - During 12 days

(Group training)

- During 12 days

݉ℕḲ⧊Ʊᮂ(⩶┽), v᮹᜾ŝ☁᮹᜾᮹⪝⧊(ႊჶ), 6}ᬵၹᯝƱ

ᮂ(᜽e)ᯕ݅. ᝍ⪵ƱᮂŝᱶᮡᱥྙÕᖅᨦℕ, ݡ⢽, šญᯱၰʑᚁ

ᯱᄥಽၙ⯂⦽ᩎపᮥ⨆ᔢ᜽┅۵ߑᵲᱱᮥࢱŁǍᖒࢁ⦥᫵a

ᯩ݅. ຝᱡݡ⢽ၰšญᯱ᮹ၙ⯂⦽ᯙᱢšญᩎపᮥ}ᖁ⦹ʑ

᭥⧕ᕽ۵᪉௝ᯙŝḲ⧊Ʊᮂ᮹⪝⧊(⩶┽), ☁᮹᜾(ႊჶ), ᪉௝ᯙ

Ʊᮂ᮹6}ᬵၹᯝŝḲ⧊Ʊᮂ᮹12ᯝᩑᗮᝅ᜽(᜽e)aᱢ⧊⦹݅.

ੱ⦽ᔢ⫊ݡ⃹ᩎప᮹ v⪵ෝ᭥⧕ᕽ۵ƱᮂᰆḲ⧊Ʊᮂ(⩶┽), ᔍಡᩑǍ(ႊჶ), 12ᯝᩑᗮᝅ᜽(᜽e)aၵ௭Ḣ⦹݅. ⦽⠙, ʑᚁᯱ

᮹ᇡ᳒⦽ᯱʑĥၽᩎపᮥv⪵⦹ʑ᭥⧕ᕽ۵᪉௝ᯙƱᮂ(⩶┽), v᮹᜾(ႊჶ), 6}ᬵ ၹᯝ ᝅ᜽(᜽e)ෝ ₥┾⧁ ⦥᫵a ᯩᮝ໑, ᱥఖᱢᔍŁᩎప᮹}ᖁᮥ᭥⧕ᕽ۵݉ℕḲ⧊Ʊᮂ(⩶┽), ᔍಡᩑ Ǎ᪡ℕ⨹ᩑǍ᮹⪝⧊(ႊჶ), ᔍಡᩑǍ᮹3}ᬵ1ᯝŝℕ⨹Ʊᮂ᮹

12ᯝ ᩑᗮ ᝅ᜽(᜽e)a ᱢ⧊⦹݅.

5. đು

ᅙᩑǍ۵↽᳦ᔾᔑྜྷ᮹ᖒ܆ŝ⣩ḩᨱၙ⊹۵ᩢ⨆ᯕᔢݚ⦽

ᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹Ʊᮂ⩥⫊ŝྙᱽᱱᮥ❭ᦦ⦹Ł, ᯕෝ}ᖁ

⦹ʑ᭥⦽ႊᦩᮝಽᙹ᫵ᯱ฿∅⩶Ʊᮂ⥥ಽəఉ᮹}ၽႊ⨆ᮥ

ᱽᦩ⦹ᩡ݅. ᯕ᪡ zᮡ ᩑǍđŝ۵ ݅ᮭŝ z݅.

ℌṙ, ᱥྙÕᖅŖᱽ᳑⧊ʑᚁƱᮂᬱ, ݡ⦽ᱥྙÕᖅ⩲⫭, b᳦

ᱥྙ Ʊᮂʑšᮡ ᯱʑĥၽ Ʊᮂ ⥥ಽəఉᮥ ᬕᩢ ᵲᨱ ᯩᮝӹ, ᱥྙÕᖅᨦℕ᳦ᔍᯱᵲƱᮂᮥၼᮡĞ⨹ᯕᯩ۵Ğᬑ۵ᱥℕ᮹

22% ᨱᇩŝ⦹ᩍᦥḢʭḡᱥྙÕᖅᨦℕ᳦ᔍᯱݡᔢƱᮂᯕ⪽ᖒ

⪵ࡹᨕᯩḡ༜⦹݅. ੱ⦽Ʊᮂᮥᯕᙹ⦽ĞᬑᨱࠥᱥྙÕᖅᨦℕ

᳦ᔍᯱ᮹Ʊᮂԕᬊ, ᜽e, ⩶┽ၰႊჶᨱš⦽อ᳒ࠥ۵ၙ⯂⦽

ᙹᵡᯕ݅.

ࢹṙ, ᱥྙÕᖅᨦℕ᳦ᔍᯱݡᔢᯱʑĥၽƱᮂᯕ⪽ᖒ⪵ࡹḡ

༜⦹Ł, อ᳒ࠥaԏᮡᵝࡽᯕᮁ۵‘Ʊᮂᮥၼᮥᙹᯩ۵᜽eᱢ

ᩍᮁᇡᰍ’, ‘እ⬉ŝᱢᯙƱᮂ⩶┽ၰႊჶ’, ‘Ʊᮂᮥ☖⦽ᨦྕ܆ಆ

⨆ᔢ ၙ⯂’ ভྙᯕ݅. ᱥྙÕᖅᨦℕ ᳦ᔍᯱ᮹ ᯱʑĥၽ Ʊᮂᮥ

⪽ᖒ⪵᜽┅Łอ᳒ࠥෝ⨆ᔢ᜽┅ʑ᭥⧕ᕽ۵ݡ⢽, šญᯱ, ʑᚁᯱ

᮹Ḣྕ᪡ ᩎపᮥ ᱢɚŁಅ⦽ ᙹ᫵ᯱ ฿∅⩶Ʊᮂ ⥥ಽəఉᮥ

}ၽ⧉ᮝಽ៉Ʊᮂ⬉ŝෝ᷾ḥ᜽⍽ᱥྙÕᖅᨦℕ↽ŁĞᩢᯱ᮹

ᯙ᜾ᮥ ᱥ⪹⦹۵ äᯕ ᱩᝅ⯩ ᫵Ǎࡽ݅. ᝅᱽಽ ᙹ᫵ᯱ ฿∅⩶

ᯱʑĥၽƱᮂ⥥ಽəఉษಉ᜽ᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹ᯕᙹ᮹⨆

ᮡ ๅᬑ v⦽ äᮝಽ ӹ┡ԍ݅.

ᖬṙ, ᙹ᫵ᯱ฿∅⩶Ʊᮂ⥥ಽəఉᮡᱥྙÕᖅᨦℕݡ⢽, šญ

ᯱၰʑᚁᯱᄥಽᇡ᳒⦽ᩎపᮥᵲᱱᮂᖒ⧁ᙹᯩࠥಾ}ၽࡹᨕ᧝

⦽݅. ݡ⢽᪡šญᯱ᮹Ğᬑᨱ۵ᩎపᙹᵡᮡ׳ḡอĞᰢಆ⨆ᔢᨱ

⦥ᙹᱢᯙḢྕᩎపŝၙ⯂⦽ᙹᵡᮥᅕᯕŁᯩ۵ᯙᱢšญᩎప, ᔢ⫊ݡ⃹ᩎపᮥ႑᧲⧁ᙹᯩࠥಾƱᮂ⥥ಽəఉᮥᙹพ⦹ᩍ᧝

⦽݅. ʑᚁᯱ᮹Ğᬑᨱ۵Ʊᮂ⥥ಽəఉᮥ☖⧕Ḣྕᩎప, ᯱʑĥၽ

ᩎపၰᱥఖᱢᔍŁᩎపᮥᮂᖒ⧁ᙹᯩࠥಾ⧁⦥᫵aᯩ݅.

ܩᷩ۵ๅᬑᔢᯕ⦹အಽ, ᖁ┾ŝḲᵲᮥ᭥⦹ᩍݡ⢽ᨱš⦽Ʊᮂŝ

ᱶᮡƱᮂᯕᙹĞ⨹ᮡᱢḡอ⨆⬥ᯕᙹ᮹⨆ᯕv⦽ݡʑᨦݡ⢽,

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ᯱʑĥၽ Ʊᮂ ܩᷩෝ Łಅ⦹ᩍ vǍ⦹۵ äᯕ ၵ௭Ḣ⦹݅.

֘ṙ, ᱥྙÕᖅᨦℕ᳦ᔍᯱᯙݡ⢽, šญᯱၰʑᚁᯱᄥಽƱᮂ

⥥ಽəఉᮥ༉ऩ⪵⦹Ł, bbʑᅙƱᮂŝᱶŝᝍ⪵Ʊᮂŝᱶᮝಽ

Ǎᇥ⦹ᩍ᧝⦽݅. ᯕᵲʑᅙƱᮂŝᱶᮡ༉ࢱḢྕᩎపᮥ}ᖁ⦹۵ ߑᱢ⧊⦽Ʊᮂ᫵ᗭ(⩶┽, ႊჶၰ᜽e)ෝ₥┾⧁⦥᫵aᯩ݅.

ᝍ⪵Ʊᮂŝᱶᮡݡ⢽ၰšญᯱ᮹ᯙᱢšญᩎపŝᔢ⫊ݡ⃹ᩎప, šญᯱ᮹ᯱʑšญᩎపŝᱥఖᱢᔍŁᩎపᮥ⨆ᔢ᜽┅ʑᨱᱢ⧊

⦽ Ʊᮂ᫵ᗭ ಽ Ǎᖒ⦹۵ äᯕ ᫵Ǎࡽ݅.

ᅙᩑǍ۵ᱥྙÕᖅᨦℕ᳦ᔍᯱƱᮂ᮹ྙᱽᱱᯕⅩ௹ࡽᬱᯙᮥ

Ŗɪᯱ(ᱥྙƱᮂʑš) ⊂໕ᨱᕽá☁⦹ḡ༜⦽⦽ĥaᯩ݅. ⨆⬥

ᨱ۵ᱥྙÕᖅᨦℕ᳦ᔍᯱƱᮂᨱš⦽Ŗɪᯱ᪡ᙹ᫵ᯱ᮹᜽bᯕ

༉ࢱၹᩢࡽᩑǍa⦥᫵⧁äᮝಽᅕᯙ݅. ੱ⦽ᯕჩᩑǍᨱᕽ۵

ᙹ᫵ᯱ฿∅⩶Ʊᮂ⥥ಽəఉ᮹⦥᫵ᖒŝ}ၽႊ⨆ᮥvǍ⦹۵ߑ

ᵲᱱᮥࢱᨩ݅. ⇵⬥ᨱ۵ᩑǍđŝෝၵ┶ᮝಽᱥྙÕᖅᨦℕ᳦ᔍ

ᯱෝ ᭥⦽ Ǎℕᱢᯙ Ʊᮂ ⥥ಽəఉᮥ ᙹพ⧁ ⦥᫵a ᯩ݅.

qᔍ᮹ɡ

ᯕםྙᮡ2013֥ࠥᱶᇡ(Ʊᮂŝ⦺ʑᚁᇡ)᮹ᰍᬱᮝಽ⦽ǎᩑ Ǎᰍ݉᮹ḡᬱᮥၼᦥᙹ⧪ࡽʑⅩᩑǍᔍᨦᯥ(NRF-2012R1A1 A2008283).

References

Choi, W. S. (1996). Long-term development plans of construction technical education to enhance the technological competitiveness, KEDI (Korean Educational Development Institute) (in Korean).

Hong, S. H. and Kim, E. M. (2009). Future prospects for market mutual entry by abrogation of restrictions on general and specialty contracting, RICON (Korea Research Institute for Construction Policy) (in Korean).

Jang, Y. S. (2005). Development of education system in construction reflecting changes of construction industry environment, Korean Society of Civil Engineers (in Korean).

Jung, D. Y. (1996). The educational system for construction labors in Germany, CERIK (Construction and Economy Research Institute of Korea) (in Korean).

KFCITU (Korean Federation of Construction Industry Trade Unions) (2010). The conference for problems and alternatives of governmental training policy for construction labors, KFCITU (in Korean).

Kim, W. Y., Lee, B. N. and Kim, Y. J. (2010). Survey of re-education trends and demands for construction labors in Korea, CERIK (Construction and Economy Research Institute of Korea) (in Korean).

Lee, J. Y. and Choi, H. M. (2009). “A study on the modeling and evaluating of competence for construction engineers.” Journal of the Architectural Institute of Korea, Vol. 25, No. 4, pp.193-200 (in Korean).

Park, H. K. and Kim, J. S. (2003). The improvements and management status for educational training in construction companies, Anyang Technical College (in Korean).

RICON (Korea Research Institute for Construction Policy) (2012).

Survey report on specialty construction industry, KOSCA (Korea

Specialty Contractors Association) (in Korean).

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The Status and Improvement Scheme of Educational Program for Specialty Contractors' Employees

Ǥ ǤǤ

กন෹ ȵ୨۩૶ ȵ਑சવ ȵଲܛ૵

Hong, Sung-Ho*, Jung, Dae-Woon**, Shin, Ju-yeoul***, Lee, Dong Wook****

The Status and Improvement Scheme of Educational Program for Specialty Contractors' Employees

ABSTRACT

Specialty contractors are in charge of the actual construction work and managing many work force in construction sites. The effective educational program for specialty contractors’ employees is essential to improve the competitiveness of construction industry.

employees consists of training contents, training type and method, training hour.

Key words : Specialty contractor, Educational program, Human resource management, Competence model

Ⅹಾ

ྙ⨭ၰᖅྙ᳑ᔍđŝෝၵ┶ᮝಽᱥྙÕᖅᨦℕ᳦ᔍᯱ฿∅⩶Ʊᮂ⥥ಽəఉ᮹}ၽႊ⨆ᮥƱᮂԕᬊ, ႊჶၰ⩶┽, ᜽eᮝಽǍᇥ⦹ᩍᱽᦩ

⦹ᩡ݅.

áᔪᨕ ᱥྙÕᖅᨦℕ, Ʊᮂ⥥ಽəఉ, ᯙᱢᯱᬱšญ, ᩎప༉ߙ

1. ᕽು

1.1 ઴֜ଭࢼլࢫࡧୡ

Õᖅᨦℕ᮹šญᯱၰʑᚁᯱ᮹ᩎపᨱ঑௝ʑ܆Ŗၰᯥ᜽

ɝಽᯱ᮹ י࠺ᔾᔑᖒᯕ ᳭ᬑࡹအಽ, ᯕॅ᮹ ᩎపŝ Õᖅᔑᨦ᮹

Ğᰢಆᮡၡᱲ⦽šಉᯕᯩ݅. ✚⯩, ᱥྙÕᖅᨦℕ۵2011֥ʑᵡ

Õᖅᔑᨦ ᱥℕ ʑ܆Ŗ ၰ ᯥ᜽ ɝಽᯱ᮹ 77.5%(776,825໦)᪡

šญᯱၰʑᚁᯱ᮹58.1%(329,843໦)ᮥŁᬊ⦹Łᯩᨕ, Õᖅᔑᨦ

Ğᰢಆ⨆ᔢᨱၙ⊹۵ᩢ⨆ᮡᔢݚ⦹݅. əౝᨱࠥᇩǍ⦹ŁᱥྙÕ ᖅᨦℕšญᯱၰʑᚁᯱ᮹ᩎపᮡ᳦⧊ÕᖅᨦℕᨱእƱ⦹ᩍԏᮡ

ᙹᵡᯕ݅. ᝅᱽಽHong and Kim (2009)ᨱ঑෕໕, ᳦⧊Õᖅᨦℕ

ᱥℕ᳑ᔍݡᔢ᮹51.9%ෝ₉ḡ⦹Łᯩᮭᨱၹ⧕, ᱥྙÕᖅᨦℕ۵

26.0%ಽᱩၹᙹᵡᨱᇩŝ⦹݅. ঑௝ᕽ↽᳦ᔾᔑྜྷ᮹ᖒ܆ŝ⣩ḩ

॒ᮥđᱶ⦹۵ᱥྙÕᖅᨦℕšญᯱၰʑᚁᯱ᮹ᩎపv⪵aᱩᝅ

⯩ ᫵Ǎࡽ݅.

ᱥྙÕᖅᨦℕšญᯱၰʑᚁᯱ᮹ᩎపv⪵ႊჶᵲᨱᕽaᰆ

⬉ŝᱢᯙäᯕၵಽƱᮂᯕ݅. ə్ӹᱥྙÕᖅᨦℕ۵ᩢᖙ⦹ᩍ

ᯙᱢᯱᬱ}ၽၰšญෝ᭥⦽ᯙ᜾ŝ⚍᯦a܆⦽ᯱᬱᯕᇡ᳒⦹݅.

ੱ⦽ᱥྙƱᮂʑš᮹⥥ಽəఉᮡŖɪᯱᵲᝍᮝಽ}ၽࡹᨕᵝ᫵

ᙹ᫵ᯱᯙᱥྙÕᖅᨦℕšญᯱၰʑᚁᯱᨱ✚⪵ࡹᨕᯩḡ༜⦹݅.

ᯕ᪡ zᮡᯕᮁಽ ᯙ⦹ᩍ ᱥྙÕᖅᨦℕšญᯱ ၰ ʑᚁᯱݡᔢ

Ʊᮂᯕ⪽ᖒ⪵ࡹᨕᯩḡᦫ݅. ޵ᬒᯕÕᖅᨦ᳦ᔍᯱƱᮂᨱš⦽

ᩑǍ۵Õᖅʑᚁšญჶᔢ᮹ྕƱᮂ᮹⩥⫊ŝྙᱽᱱ(Jang, 2005;

Choi, 1996), ᳦⧊Õᖅᨦℕšญᯱၰʑᚁᯱ᮹Ʊᮂ⥥ಽəఉ

ಉ⪽ᖒ⪵ႊᦩ(KFCITU, 2010; Jung, 1996)ᨱᵲᱱᮥࢱŁᙹ⧪

ࡹᨕ᪵݅. ⦹ḡอÕᖅᨦᨱᕽaᰆฯᮡʑ܆Ŗၰᯥ᜽ɝಽᯱෝ

Łᬊ⦹Łᯩᮥᐱอᦥܩ௝, Ŗ᳦ᄥᱥྙ᜽Ŗᮥݕݚ⦹ᩍÕᖅᨦ᮹

Ğᰢಆŝၡᱲ⦽šಉᯕᯩ۵ᱥྙÕᖅᨦℕ᮹šญᯱၰʑᚁᯱ

Ʊᮂᨱ š⦽ ᩑǍ۵ ⦽ᱶᱢᯕÑӹ ᙹ⧪ࡽ ၵ ᨧ݅.

঑௝ᕽ ᅙ ᩑǍ۵ ᱥྙÕᖅᨦℕ ᳦ᔍᯱ ݡᔢ Ʊᮂ᮹ ⩥⫊ŝ

ྙᱽᱱᮥ ❭ᦦ⦹Ł, ᯕ᮹ }ᖁᮥ ᭥⦽ ႊᦩ᮹ ᯝ⪹ᮝಽ ᙹ᫵ᯱ

฿∅⩶ Ʊᮂ ⥥ಽəఉ }ၽႊ⨆ᮥ ᱽᦩ⦹Łᯱ ⦽݅.

1.2 ઴֜ଭ࣐଍ࢫࢺ࣑

ᱥྙÕᖅᨦℕ۵ÕᖅᔑᨦʑᅙჶGᱽ8᳑ၰ࠺ჶ᜽⧪ಚᄥ⢽

1ᨱ᮹Ñ⦽ᨦℕෝ᮹ၙ⦽݅. ੱ⦽᳦ᔍᯱ௝⧉ᮡᱥྙÕᖅᨦℕ᮹

ݡ⢽, šญᯱ, ʑᚁᯱෝ ั⦽݅. ᱥྙÕᖅᨦℕ۵ ݡ⢽᮹ ᩎపŝ

Ʊᮂᯕᙹᨱ঑௝᳑Ḣ᮹ᔾᔑᖒŝšญᯱၰʑᚁᯱƱᮂ᮹⪽ᖒ⪵

ᩍᇡa᳭ᬑࡹအಽ, ݡ⢽᳦ࠥᔍᯱ᮹⦹ӹಽ⡍⧉⦽݅. šญᯱ۵

ᱥྙÕᖅᨦℕ᳦ᔍᯱƱᮂ⥥ಽəఉᮡᩎపv⪵ෝ᭥⦹ᩍᗭᗮ

ᨱᕽၼᮡᯱʑĥၽƱᮂอᮥ᮹ၙ⦽݅. ᙹ᫵ᯱ฿∅⩶Ʊᮂ⥥ಽə

⨆ᔢ᜽┅ʑ᭥⧕⦥᫵⦽Ʊᮂԕᬊŝᱢ⧊⦽Ʊᮂ⩶┽, ႊჶ, ᜽e

॒ᮥ ั⦽݅.

ᯕ్⦽ᱶ᮹᪡ჵ᭥ෝḡܭᱥྙÕᖅᨦℕƱᮂ᮹⩥⫊᳑ᔍၰ

}ᖁႊ⨆ᱽᦩᮡ݅ᮭŝzᮡᱩ₉ෝÙℱᙹ⧪ࡽ݅. ℌṙ, ྙ⨭᳑ᔍ

ෝ☖⧕b᳦ᱥྙƱᮂʑš, Õᖅ݉ℕᨱᕽᱥྙÕᖅᨦℕ᳦ᔍᯱෝ

ݡᔢᮝಽᯕ൉ᨕḡŁᯩ۵Ʊᮂ⥥ಽəఉ᮹⩥⫊ᮥƱᮂԕᬊ, ⩶┽

ၰႊჶ, ᜽eᮝಽǍᇥ⦹ᩍᔕ⠕ᅙ݅. ࢹṙ, ᱥྙÕᖅᨦℕ᳦ᔍᯱ

ෝݡᔢᮝಽᖅྙ᳑ᔍෝᝅ᜽⦹ᩍᯱʑĥ}ၽƱᮂ᮹ᯕᙹᩍᇡ᪡

ᱡ⧕ᬱᯙ, อ᳒ࠥෝ❭ᦦ⦹ᩍྙᱽᱱᮥ❭ᦦ⦽݅. ੱ⦽ᱥྙÕᖅᨦ ℕݡ⢽, šญᯱၰʑᚁᯱ᮹ᇡ᳒⦽ᩎపᮁ⩶ᮥ❭ᦦ⦹Ł, ᇡ᳒⦽

ᩎపᮥv⪵⦹۵ߑᱢ⧊⦽Ʊᮂ᫵ᗭ(ԕᬊ, ⩶┽ၰႊჶ, ᜽e)ෝ

ᇥᕾ⦽݅. ᖬṙ, ᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹Ḣྕ, ᩎపᮥŁಅ⦽ᙹ᫵

ᯱ฿∅⩶Ʊᮂ⥥ಽəఉ᮹}ၽႊ⨆ᮥƱᮂԕᬊ, ⩶┽, ႊჶၰ

᜽eᮝಽ Ǎᇥ⦹ᩍ ᱽᦩ⦽݅.

2. ᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹ᯱʑĥၽƱᮂ⥥ಽəఉ⩥⫊

ᱥྙÕᖅᨦℕ᳦ᔍᯱ᮹᫵Ǎᔍ⧎ᮥၹᩢ⦽ᯱʑĥၽƱᮂᮡᱥ

ྙÕᖅᨦℕෝ ᳑⧊ᬱ ੱ۵ ⫭ᬱᔍಽ w۵ ᱥྙÕᖅŖᱽ᳑⧊

(KSCFC, Korea Specialty Contractor Financial Cooperative) ʑᚁƱᮂᬱŝݡ⦽ᱥྙÕᖅ⩲⫭(KOSCA, Korea Specialty Contractors Association)ᨱᕽᝅ᜽⦹Łᯩ݅. ᯕॅʑšᨱᕽᝅ᜽⦹Łᯩ۵

ᯱʑĥၽƱᮂ ⥥ಽəఉ᮹ ⩥⫊ᮡ Table 1ŝ z݅.

2.1 ୢࢂՍডվ୪୺෍׆২֗ଖ଀ଭ֗ଖඹߦֻ޽෮จ ᱥྙÕᖅŖᱽ᳑⧊ʑᚁƱᮂᬱ᮹ᯱʑĥၽƱᮂᮡḢྕƱᮂ, ᔍ ᯕქ ᦥ⋕ߑၙ Ʊᮂᮝಽ ݡᄥࡽ݅. ḢྕƱᮂᮡ ᱥྙÕᖅᨦℕ᮹

ݡ⢽, šญᯱၰʑᚁᯱaḢྕᙹ⧪᜽᫵Ǎࡹ۵ᝍ⪵ᙹᵡ᮹ᱥྙḡ

᜾ᮥƱᮂᰆḲ⧊Ʊᮂᮥ☖⧕v᮹᜾ᮝಽᙹv⦹۵Ʊᮂᮝಽ8᜽e

݉᭥ಽᯕ൉ᨕḡŁᯩ݅. ᔍᯕქᦥ⋕ߑၙƱᮂᮡᱥྙÕᖅᨦℕ

᳦ᔍᯱa⠙ญ⦽᜽eᨱ᪉௝ᯙ᜽ᜅ▽ᨱ ᱲᗮ⦹ᩍv᮹᜾ᮝಽ

ᙹv⦹۵Ʊᮂᮝಽ, 2᜽e݉᭥ಽᝅ᜽ࡹŁᯩ݅. ᯙ░֘Ʊᮂ᮹

✚ᖒᔢʑⅩᙹᵡ᮹ᱥྙḡ᜾ᮥᱥݍ⦹۵ߑᵲᱱᮥ ࢱŁᯩ݅۵

ᱱᯕ ḢྕƱᮂŝ ₉ᯕa ᯩ݅.

ᱥྙÕᖅŖᱽ᳑⧊ʑᚁƱᮂᬱ᮹ᯱʑĥၽƱᮂᮡᱥྙÕᖅᨦℕ

᳦ᔍᯱ᮹Ʊᮂ᫵ǍෝŁಅ⦹ᩍษಉࡽ⥥ಽəఉᨱ᮹⧕ᝅ᜽ࡹŁ

ᯩ݅. ə్ӹᱥྙÕᖅᨦℕݡ⢽, šญᯱ, ʑᚁᯱᄥಽƱᮂŝᱶᯕ

ǤǤǤ

กন෹ȵ୨۩૶ȵ਑சવȵଲܛ૵

Hong, Sung-Ho, Jung, Dae-Woon, Shin, Ju-yeoul, Lee, Dong Wook****

áᔪᨕ ᱥྙÕᖅᨦℕ, Ʊᮂ⥥ಽəఉ, ᯙᱢᯱᬱšญ, ᩎప༉ߙ