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논문 기본 정보
- 자료유형
- 학술저널
- 저자정보
- 발행연도
- 2005.11
- 수록면
- 89 - 110 (22page)
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초록· 키워드
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This paper aims to draw policy alternatives for improving rank and pay system of civil servants responsible for agricultural education and extension service. The civil servants responsible for agricultural education and extension service are classified as General Service, but their 9 ranks system was transferred to 2 ranks system in 1986 because of their professional traits. The civil servants in the lower rank have experienced demoralization. demanding single rank and pay system.
In order to identify recognition, behavior. and preference of the civil servants with regard to the current rank and pay system. pay principle. and equity and transparency of current personnel decision, the method of questionnaire survey was used. This study presents the rough improvements of rank and pay system based not only on the results of the empirical analyses of the questionnaires, but also on the directions of the current civil service system reform throughout the government.
The direction of civil service system in relation to agricultural education and extension service is to reinforce position classification in order to meet the need of specialization. It is imperative to change the current rank-in-person into rank- in-position system. The new pay system should be based on not only the degree of difficulty and responsibility of the position. but also performance-related pay. However, it is difficult to entirely ignore the rule of seniority. In conclusion. it is rational that the new pay table should cover the rule of seniority, the degree of difficulty and responsibility of the position. and merit pay.
In case of the introduction of single rank and pay system, the coverage of the pay level of the single rank and pay table should be obviously lowered than those of the current two rank and pay tables. In addition to this single rank and pay table in which the pay rate may be designed to reflect the rule of seniority and annual salary increments are small. it is necessary to keep additional pay table in which pay rate is determined by the grade of position based on position classification and pay range in each grade can reflect the results of performance appraisal.
Several years of pretesting of pay-for-performance plans are a prerequisite for successful results. Time is needed in the efforts to develop effective performance-related pay system functioning as motivator to perform jobs well.
In order to identify recognition, behavior. and preference of the civil servants with regard to the current rank and pay system. pay principle. and equity and transparency of current personnel decision, the method of questionnaire survey was used. This study presents the rough improvements of rank and pay system based not only on the results of the empirical analyses of the questionnaires, but also on the directions of the current civil service system reform throughout the government.
The direction of civil service system in relation to agricultural education and extension service is to reinforce position classification in order to meet the need of specialization. It is imperative to change the current rank-in-person into rank- in-position system. The new pay system should be based on not only the degree of difficulty and responsibility of the position. but also performance-related pay. However, it is difficult to entirely ignore the rule of seniority. In conclusion. it is rational that the new pay table should cover the rule of seniority, the degree of difficulty and responsibility of the position. and merit pay.
In case of the introduction of single rank and pay system, the coverage of the pay level of the single rank and pay table should be obviously lowered than those of the current two rank and pay tables. In addition to this single rank and pay table in which the pay rate may be designed to reflect the rule of seniority and annual salary increments are small. it is necessary to keep additional pay table in which pay rate is determined by the grade of position based on position classification and pay range in each grade can reflect the results of performance appraisal.
Several years of pretesting of pay-for-performance plans are a prerequisite for successful results. Time is needed in the efforts to develop effective performance-related pay system functioning as motivator to perform jobs well.
목차
Ⅰ. 서론
Ⅱ. 이론적 논의
Ⅲ. 실증적 조사
Ⅳ. 정책적 제언: 지도직 공무원 계급체계와 보수체계의 개선방안
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