• Journal of Digital Convergence
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• v.6 no.4
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• pp.13-23
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• 2008

Changed the business environment, private sector focuses on the performance management, so to manage the performance he uses BSC that overcomes the limitation of financial indicators. Also, it is getting emphasized to evaluate the performance about services that the public sector provides and obliged for the public sector to be responsible for managing and improving its performance as the private sector has been doing. But lacks of knowledge and experience on performance management and evaluation are blocking the public sector from introducing and implementing new performance management systems. To solve those problems, this study has derived general guidelines and KPIs that public sector should keep in mind when BSC is introduced new management system. This study focused on the public hospital which is the performance management and evaluation system of Government administration.

• Knowledge Management Research
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• v.18 no.3
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• pp.231-246
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• 2017

As an interest in the efficiency of public sector expenditures has spread across the world, Korea has operated a self-evaluation system for government projects as a part of the performance-based budget system. However, an evaluation system for public information technology project has been criticized for its lack of validity, which stems from the uniformity of performance management. This study draws insight from knowledge management literature in an attempt to address the problems with the extant performance evaluation system in public agencies. To realize benefits from IT investment, an agency needs to develop its own performance management model for information systems projects, with a focus on the interaction of IT and organizational system. The knowledge management-based framework for IT projects was verified through a case study, with which we discussed the applicability of knowledge management to the evaluation of public information systems projects.

• Journal of Information Technology Applications and Management
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• v.11 no.4
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• pp.61-85
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• 2004

It is tried that evaluation areas and items of information system in public sector are derived ration-ally and its weight value call be applied differently to type of information system to enhance validity and objectiveness of measurement in evaluating IS in this research. To obtain the goal of this research, firstly, five sectors - system sector, user sector, organization and management sector, the degree of strategic contribution to IS, and the degree of optimizing re-source in IS - are categorized based on broadly reviewing previous theoretical and practical research. Secondly, IS type in public sector is divided into internal operation one and customer oriented one that is object of the IS, and divided into application oriented and IT infrastructure oriented which are influence by IS. Thirdly, evaluation areas and its items are measured by 5 point scales (Likert summated scales) in addition to analysis of validity and reliability to improve objectiveness of establishing evaluation areas and its items. Fourthly, the weight values in the evaluation areas and its items are derived by using analytic hierarchy process. According to the results of analysis of weight value through AHP, it were found to be 30.4% to organization and management sector. 25.5% to degree of strategic contribution, 21.0% to user sector, 13.5% to degree of optimization of resource management, and 9.6% to system sector. and. different weight values each of the four IS type are proposed which establishing in this research. The main implications of this study is that the criteria by which IS in public sector can be categorized 4 ones is suggested and The weighted evaluation for four types of IS based on the AHP analysis enables proposing an objective evaluation method of IS in public sector for considering individual IS characterics.

• Journal of the Korean Operations Research and Management Science Society
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• v.40 no.1
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• pp.155-170
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• 2015

This study examines whether CSR (corporate social responsibility) activities of the public sector affect on its corporate evaluation in their perspective of consumers. Both public and private sectors are being encouraged to conduct the CSR activities in the four dimensions of economic, legal, ethical, and philanthropic responsibility. While many previous studies have examined the relationship between CSR and corporate's business performance, these studies focus on the private companies, not the public sector. In this paper, we offer a consumer-side study about the effect of CSR on the corporate evaluation on the public sector. The purpose of this study is to understand the effect of fit of CSR activity, perceived engagement, and perceived authenticity on the consumer's corporate evaluation of the public sector. We conducted two quasi-experiments involving 223 respondents using the actual CSR cases of two Korean public sectors. As a result, consumer's perception of engagement and authenticity about the CSR of public sector affects the corporate evaluation in a positive way. The 3-way interaction effect among fit of CSR activity, perceived engagement, and perceived authenticity was significant in corporate evaluation. To achieve successful CSR of the public sector, the public organizations need to increase the communication with their consumers and to implement the strategic CSR activities which can improve the consumer's perception of authenticity about CSR.

• Korean Business Review
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• v.18 no.2
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• pp.83-110
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• 2005

To comprehend the present state of performance evaluation and management systems and their problems, we examined performance evaluation and management systems that have been used in the public sector and figured out their limits and problems in practical use and then, we searched, from academic basis, for ways to solve those problems and complement the limits. Especially, we focused on developing practical solutions that can be applied to a budget and human resource effectively. We expect this research will provide to public sector a comprehensive foundation for understanding the core concept of myriad theories of performance management in public sector including "Balanced Scorecard" and for finding out the limits and problems of each theories, then it can prepare the alternatives in advance. But the research is restricted within the general guideline for performance management. It doesn't provide practical and detailed action programs that are needed for actual execution. So, further studies on particular action programs are needed to compliment this limit and for coming to stay of performance management system in the public sector quickly, the enactment of performance management is needed as well.

• 한국디지털정책학회:학술대회논문집
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• 2004.05a
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• pp.151-165
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• 2004

In this paper we would like to provide a help to implementing KMS(Knowledge Management System) in public sector. For this purpose, we set up five contingency environmental factors and three process factors of knowledge management. And then investigates affecting factors effect on the performance of KMS in public sector by empirical study. A field survey of public officers in Korea local government was conducted. Complete data for 333 KMS users was analyzed to determine relationship of the research constructs. The system of evaluation and compensation is the most important factor effects on the process of KM and the performance of KMS. These results provide empirical evidence that supports the necessity of rational motivation systems does lead to effective implementation of KMS in public sector.

• Journal of Digital Convergence
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• v.2 no.1
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• pp.113-126
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• 2004

In this paper we would like to provide a help to implementing KMS(Knowledge Management System) in public sector. For this purpose, we set up five contingency environmental factors and three process factors of knowledge management. And then investigates affecting factors effect on the performance of KMS in public sector by empirical study, A field survey of public officers in Korea local government was conducted. Complete data for 333 KMS users was analyzed to determine relationship of the research constructs. The system of evaluation and compensation is the most important factor effects on the process of KM and the performance of KMS. These results provide empirical evidence that supports the necessity of rational motivation systems does lead to effective implementation of KMS in public sector.

• Journal of the Korea Institute of Building Construction
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• v.12 no.6
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• pp.682-700
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• 2012

Over the last several years, Korea has increasingly adopted design-build for public construction projects. There is a much greater awareness of the need to change to a system based on 'Value for Money', which is high on the government's agenda. A whole life performance bid evaluation model is proposed to aid decision makers in the selection of a design-builder. This is based on the integration of a framework using an analytic hierarchy process, as the bid awarding system is being changed from one based on the lowest price to one based on best value over the life-cycle. Key criteria such as whole life cost, service life planning and design quality are important through the key stages of the evaluation process. The model uses a systematic and holistic approach, which enables the public sector client to make better decisions in design-builder selection, which will deliver whole life benefits based on long-term cost-effectiveness.

• Journal of Korean Society for Quality Management
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• v.37 no.4
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• pp.100-110
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• 2009

The customer-driven efficiency evaluation has been in the mainstream of public administration research, since the 1980s. However, there have been relatively fewer efficiency evaluation research in public administration compared to those of public institutions. This paper is to analyze the service efficiency of public sector using Data Envelopment Analysis(DEA). We suggested two stage DEA model to accomplish efficiency evaluation that an operation and performance characteristic of the public institution were reflected and then the number of the government employee and tax expenditure per residents were used as the input elements at the 1st stage and four integrated service dimensions were used as the output elements. At 2nd stage, four integrated service dimensions and citizen's satisfaction were used as the input and output elements respectively. In addition, we suggested PSEI(Public Service Efficiency Index) which showed the efficiency of the public sector using the two stages efficiency result. According to the results for '07, there were no efficient institutions among 15 DMUs and the most efficient public institution was K(0.9150). In case for '08 analysis, there was only one efficient DMU.

• Journal of Venture Innovation
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• v.4 no.1
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• pp.51-65
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• 2021

The HR policy in the public sector was closed and operated mainly on written tests, but in 2006, a new evaluation, promotion and education system based on competence was introduced in the promotion and selection system of civil servants. In particular, the seniority-oriented promotion system was evaluated based on competence by operating an Assessment Center related to promotion. Competency evaluation is known to be the most reliable and valid evaluation method among the evaluation methods used to date and is also known to have high predictive feasibility for performance. In 2001, 19 government standard competency models were designed. In 2006, the competency assessment was implemented with the implementation of the high-ranking civil service team system. In the public sector, the purpose of the competency evaluation is mainly to select third-grade civil servants, assign fourth-grade civil servants, and promotion fifth-grade civil servants. However, competency assessments in the public sector differ in terms of competency assessment objectives, assessment processes and competency assessment programmes compared to those in the private sector. For the purposes of competency assessment, the public sector is for the promotion of candidates, and the private sector focuses on career development and fostering. Therefore, it is not continuously developing capabilities than the private sector and is not used to enhance performance in performing its duties. In relation to evaluation items, the public sector generally operates a system that passes capacity assessment at 2.5 out of 5 for 6 competencies, lacks feedback on what competencies are lacking, and the private sector uses each individual's competency score. Regarding the selection and operation of evaluators, the public sector focuses on fairness in evaluation, and the private sector focuses on usability, which is inconsistent with the aspect of developing capabilities and utilizing human resources in the right place. Therefore, the public sector should also improve measures to identify outstanding people and motivate them through capacity evaluation and change the operation of the capacity evaluation system so that they can grow into better managers through accurate reports and individual feedback