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행정개혁에 대한 공무원의 정서적 대응: Q방법론의 적용
Emotional Response of Civil Servants to New Public Management Reform: An Application of Q-Methodology

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Authors
한승주
Issue Date
2010-09
Publisher
서울대학교 행정대학원
Citation
행정논총, Vol. 48 No. 3, pp. 25-57
Keywords
신공공관리행정개혁성과급제도Q방법론정서정서관리New Public Managementpay for performanceemotionsemotional responseQ-methodology
Abstract
본 연구는 신공공관리적 행정개혁으로 인한 공무원의 경험과 그 대응모습이 어떠한지를 분석하였다. 신공공관리적 행정개혁의 대표적 제도인 성과급제도를 사례로 공무원 대응의 실제와 논리를 파악하고 그 유형을 나누어 보았다. 선행연구에서 공무원의 대응을 인지적 차원 중심으로 분석해왔다면 본 연구는 경쟁과 차별보상 상황이 공무원들의 정서적 상태에도 중요한 영향을 미쳤을 것으로 가정하고 대응의 정서적 차원을 함께 분석하였다. Q방법론과 인터뷰를 통한 분석결과, 공무원들의 상이한 반응을 발견하였는데 일부는 성과급제도가 정치적 상징의 의미로 충분하다며 축소재평가하고 있었고, 다른 일부는 기회주의적으로 인정할 현실질서로 여기면서 부정적 정서로부터 거리를 두려하였으며, 또 다른 일부는 무력감, 박탈감, 위화감 등에 강하게 정서이입하고 있었다. 본 연구결과는 공무원들의 대응이 다차원적 특성이 있음을 보여주며 대응의 다양성에 기반한 인사관리의 필요성을 제시한다. Over the last decade, the Korean government has been trying to achieve high performance with the introduction of New Public Management reform measures. Pay for performance seems to be a representative case of NPM reform initiatives. This study has the intention of analyzing how pay for performance has been accepted by civil servants under the traditional hierarchical government bureaucracy. In particular, it examines their multi-dimensional responses including cognitive and emotional aspects. For this purpose, it develops a substantive model based on Q methodology. The research results show that civil servants experience negative emotions such as a sense of powerlessness, a sense of incongruity, and a sense of deprivation when pay for performance is implemented. Moreover it reveals that the responses of the civil servants can be divided into three types: the symbolic rationalizing type, the opportunity recognizing type, and the alienated opposing type. The first type emphasizes the symbolic meaning of the NPM reform and rationalizes the informal operation of pay for performance. They seem to reappraise pay for performance positively. The second type recognizes and accepts its benefits although they experience negative emotions. They tend to be opportunistic and try to avoid and ignore their emotions. The third type shows cynical hostility to pay for performance and realizes that they lose their strong bonds and become alienated. They are able to empathize with the negative emotions. Therefore, this study shows that civil servants cope with these emotions in three different ways: positively reappraising emotions, keeping distance from them, and empathizing with them. We should consider that negative emotions are at the center of civil servants` responses to pay for performance.
ISSN
1229-6694
Language
Korean
URI
https://hdl.handle.net/10371/73174
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Graduate School of Public Administration (행정대학원)Dept. of Public Administration (행정학과)Korean Journal of Public Administration (행정논총)Korean Journal of Public Administration (행정논총) vol.48(3) (2010)
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