• KDI Journal of Economic Policy
• /
• v.30 no.2
• /
• pp.61-97
• /
• 2008

This paper aims at analyzing the practice of job rotation in the Korean government and putting forward policy suggestions. The Korean government is often accused of low capacity and weak competitiveness, which mainly result from the low expertise of public officials. Considering the high quality of human resources flowing into the public sector in Korea, solutions should be found from the structure of the system. This paper regards frequent position changes due to excessive job rotation as a key factor undermining the accumulation of expertise and conducts in-depth analyses. The current practice of frequent rotation shows that the average tenure period of government officials at director level and above is only about one year, far shorter than those in major developed countries, which causes many problems such as low efficiency, lack of accountability and policy consistency, and low opportunity for accumulating expertise. Simple models are set up to analyze job rotation and other alternative personnel management systems. Analyses find that it would be desirable to have each individual experience various positions during the initial rotation period to find his/her own aptitude, and then accumulate expertise by settling in at a certain specialized field for a prolonged period of time based on the revealed aptitude in mid and high positions. This turns out to be in line with the structure of the Career Development Program which is being introduced. The model-based analysis of this paper distinguishes this study from preceding ones conducted in the traditional framework of personnel management study. Practical measures to mitigate the problems of frequent job rotation include rotating within the area of specialty, narrowing the scope of transfer, and reinforcing the minimum tenure period. However, since the current frequent rotation is fundamentally attributable to the rank system based on seniority, the present civil service classification system needs to be converted into a position classification system in the long run.

• The Korean Journal of Archival Studies
• /
• no.34
• /
• pp.57-105
• /
• 2012

The CAMS(Central Archives Management System) of NAK(National Archives of Korea) is an important system which receives and manages large amount of electronic records annually from 2015. From the point of view in database design, this paper analyzes the database schema of CAMS and discusses the direction of overall improvement of the CAMS. Firstly this research analyzes the tables for records and folders in the CAMS database which are core tables for the electronic records management. As a result, researchers notice that it is difficult to trust the quality of the records in the CAMS, because two core tables are entirely not normalized and have many columns whose roles are unknown. Secondly, this study suggests directions of normalization for the tables for records and folders in the CAMS database like followings: First, redistributing the columns into proper tables to reduce the duplication. Second, separating the columns about the classification scheme into separate tables. Third, separating the columns about the records types and sorts into separate tables. Lastly, separating metadata information related to the acquisition, takeover and preservation into separate tables. Thirdly, this paper suggests considerations to design and manage the database schema in each phase of archival management. In the ingest phase, the system should be able to process large amount of records as batch jobs in time annually. In the preservation phase, the system should be able to keep the management histories in the CAMS as audit trails including the reclassification, revaluation, and preservation activities related to the records. In the access phase, the descriptive metadata sets for the access should be selected and confirmed in various ways. Lastly, this research also shows the prototype of conceptual database schema for the CAMS which fulfills the metadata standards for records.

• MISULJARYO - National Museum of Korea Art Journal
• /
• v.101
• /
• pp.66-86
• /
• 2022

This paper focuses on the document "Property Ledger of Dr. Rhee," which was a supplement to the Disposal of the Late Dr. Rhee's Property written by the secretarial office of the Cheongwadae (the Korean presidential residence) in 1970. The document contains a list of 311 items, including furnishings and artworks, once owned by President Syngman Rhee. The items had been in the collection of the Cheongwadae, but in February 1970 they were transferred to the family of the late President Rhee. The background for creating this list is as follows. After the April 19 Student Revolution in 1960, a survey was conducted of Rhee's movable assets, including artworks in his private residence Ihwajang. Their transfer to the National Museum was discussed at one point, but it was decided to use them at the Cheongwadae instead. In 1963, however, the transfer of these assets to the National Museum was ordered, and some duplications of the private possessions were sent to Ihwajang House. In 1970, furnishings and artworks stored at the Cheongwadae were also returned to Ihwajang House, and the "Property Ledger of Dr. Rhee" document was produced. This ledger lists works by artists from the Joseon period through the 1960s. It is difficult to identify each of these artworks since no photos are attached and the details provided are minimal. Nevertheless, this ledger is valuable in that the scale of artworks in the collection of the Gyeongmudae (the former name for the Cheongwadae) and Ihwajang House can be partially identified and in that it helps us understand how the issues surrounding the reversion of ownership of these artworks were resolved.

• Journal of Practical Agriculture & Fisheries Research
• /
• v.16 no.1
• /
• pp.193-206
• /
• 2014

The objectives of the project are to increase farmers' income through GAP and to reduce the loss of agricultural produce, for which the Korean partner takes a role of transferring needed technologies to the project site. To accomplish the project plan, it is set to implement the project with six components: construction of buildings, installation of agricultural facilities, establishment of demonstration farms, dispatching experts, conducting training program in Korea and provision of equipments. The Project Management Committee and the Project Implementation Team are consisted of Korean experts and senior officials from Department of Agriculture, Myanmar that managed the project systematically to ensure the success of the project. The process of the project are; the ceremony of laying the foundation and commencing the construction of training center in April, 2012. The Ribbon Cutting Ceremony for the completion of GAP Training Center was successfully held under PMC (MOAI, GAPI/ARDC) arrangement in SAl, Naypyitaw on June 17, 2012. The Chairman of GAPI, Dr. Sang Mu Lee, Director General U Kyaw Win of DOA, officials and staff members from Korea and Myanmar, teachers and students from SAl attended the ceremony. The team carried out an inspection and fixing donors' plates on donated project machineries, agro-equipments, vehicles, computers and printer, furniture, tools and so forth. Demonstration farm for paddy rice, fruits and vegetables was laid out in April, 2012. Twenty nine Korean rice varieties and many Korean vegetable varieties were introduced into GAP Project farm to check the suitability of the varieties under Myanmar growing conditions. Paddy was cultivated three times in DAR and twice in SAl. In June 2012, vinyl houses were started to be constructed for raising seedlings and finished in December 2012. Fruit orchard for mango, longan and dragon fruit was established in June, 2012. Vegetables were grown until successful harvest and the harvested produce was used for panel testing and distribution in January 2013. Machineries for postharvest handling systems were imported in November 2012. Setting the washing line for vegetables were finished and the system as run for testing in June 2013. New water tanks, pine lines, pump house and electricity were set up in October 2013.