교육행정의 성과관리시스템 연계운영 방안에 관한 연구

Abstract

It has been introduced a set of diverse performance management systems. But sporadic adaptation of these systems in field makes it difficult to operate with a practical dimension. This is the same situation as the Local Education Body. In this context, we analysis the problem and the improvement of the three kind of performance management systems -the Self-Evaluation System, the Affair Performance Contract System and the Balanced Scorecard - which could be applied to the Local Education Body in a wide extent. First of all, the problem of the operating environment aspect is that we did not have a considerable circumstance for pre-testing to operate, while having introduced the performance management systems, therefore the systems have not concord with Local Education Body. In addition, the survey results presented that members of the Busan Metropolitan City Office of Education would not consider that the systems are necessary to enact in practice. Moreover, it is pointed out that the driving force of the task forces to deal with the systems became weakened. In terms of the problem of the promoting process aspect, we have not established the strategic plan in performance plan process and this caused overlapping estimate between systems. Further more performance measures appear not to be objective and relevant to adopt different contents. Besides, we did not put evaluation in to practical use, such as incentive wage, personnel management, and sharing it with the public. Presenting improvements, the operating environment aspect, we have to put a foundation to make flexible operation of the systems. Not commonly activated itself but selective operation foundation is essential. It could be argued that a legal basis should be complemented. Now the Government Affair Evaluation Act is not applied to the Local Education Body and the Affair Performance Contract System also has not enough legal basis. Accordingly the legal basis should be complemented. Further more, we need unify contextually the task force teams, which is divided into two sections - personnel management and performance management section-, to make it strength the driving force. In terms of the promoting process aspect, we should establish the strategic plan in the top-down way and integrate the performance management systems. The survey with the member of the Busan Metropolitan City Office of Education and the person in charge of the performance management in the whole Local Education Body suggested that the evaluation method should implement the quantitative evaluation along with the qualitative evaluation. And the number of the evaluation is twice a year, and appraised by the inside and outside committee member to promote the objective system in appraisal. Concrete integrating method is that to make the Performance Measures Pool including common measures, sharing measures and innate measures. Common measures, it comes under the Busan Metropolitan City Office of Education's measures, could be used with the Self-Evaluation System. Sharing measures, to drive the strategic plan, could be used with the Self-Evaluation System, Balanced Scorecard, and the Affair Performance Contract System. Innate measures, not comprised in Common measures and Sharing measures, but important measures of the department, could be used with the Affair Performance Contract System and Self-Evaluation System. In this way, we can integrate the performance management system more effectively.