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공무원 보수체계의 개편방안

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Frame of Image  하겠습니다. 그런가하면, 공무원들이 자기 학습과 발전을 통해 생산 성을 향상시키도록 하기 위한 동기 제공에도 미흡한 측면이 있습니다. 이와 같은 문제의식에서 이 연구는 현행제도의 문제점을 분석하고 대안을 제시하려는 목적 에서 이루어졌습니다. 직급별 호봉급을 유지하면서도 추가적으로 직무급과 역량급 을 반영할 수 있도록 보수체계를 재설계하는 대안을 제시하고 있습니다. 모쪼록 이 연구결과가 공무원 개개인의 능력 발전과 직무 동기 유발을 촉진시 키는데 기여할 수 있기를 기대합니다. 그렇게 함으로써 공무원들의 사기앙양과 조 직성과 증진에 모두 기여할 수 있기를 바랍니다. 연구책임자로서 이 연구과제를 수행하신 최순영, 김윤권 한국행정연구원 연구위원, 그리고 공동연구자로 참여하 신 서울시립대 김영우 교수께 모두 감사드립니다.
2008년 12월 한국행정연구원 원장
Ⅰ서 론
1. 연구의 필요성 및 목적 _ 2 2. 연구범위 및 방법 _ 7 3. 연구의 체계 _ 9
Ⅱ 이론적 고찰
1. 보수에 관한 이론적 논의 _ 12 1) 보수의 개념 및 특성과 중요성 _ 12 2) 보상과 동기부여 _ 13 3) 보수관리의 규범적 기준 _ 18 4) 보수수준의 관리: 보수의 일반수준 결정 _ 19 5) 보수체계의 관리 _ 19 2. 선행연구 검토 _ 29 1) 보수체계의 결정기준에 관한 일반적인 선행연구 검토 _ 29 2) 보수에 관한 주요 선행연구의 심층 검토 _ 43 3) 선행연구와 본 연구의 차별성 또는 반영 _ 57 3. 인사행정의 환경과 개혁에 대한 요구 _ 61 1) 고령화 사회와 정년연장의 필요성 _ 62 2) 생산성에 상응하는 보수체계의 필요성 _ 66 3) 인사행정의 개혁방향에 부응한 보수체계의 필요성 _ 67 4) 우수인재 확보를 위한 적극적 모집의 필요성 _ 70 4. 연구의 틀 _ 72 1) 보수체계의 비교분석 모형 : 직급별 차이도 _ 72 2) 연구의 종합적인 틀 _ 75
Ⅲ 보수체계의 현황 및 문제점
1. 한국의 보수제도와 보수체계의 현황 _ 80 1) 한국 공무원 보수체계의 개관 _ 80 2) 호봉제 공무원 보수체계 현황 : 봉급과 수당 _ 83 3) 연봉제 공무원 보수체계 현황 _ 86 2. 한국의 보수제도와 보수체계의 특징과 문제점 _ 96 1) 2) 3) 4) 5) 6) 7) 기본급의 보수대표성 미흡 _ 96 복잡한 수당체계 _ 97 동일계급 동일호봉 동일보수와 근무동기 유인체계 미흡 _ 97 결정기준의 모호함과 연공급적 성격 _ 100 상하위직간 적은 봉급격차 _ 103 호봉수의 과다와 직급간 중첩 _ 104 호봉간의 격차와 승호경사 _ 106
Ⅳ 외국의 보수제도와 체계의 현황
1. 미국 _ 112 1) 2) 3) 4) 5) 6) 미국 보수제도와 보수체계의 의의 _ 112 기본급여(봉급) 체계 _ 121 할증급여 _ 130 융통성 급여 _ 133 실적급 _ 135 미국 연방 공무원 보수체계의 향후 방향 _ 135
2. 프랑스 공무원 보수제도 _ 137 1) 2) 3) 1) 프랑스 공무원 보수제도 개요 _ 137 기본급(

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Title 공무원 보수체계의 개편방안
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Material Type Reports

최순영; 김윤권



Date 2008-12
Series Title; No KIPA 연구보고서 / 2008-12
Pages 397
Subject Country South Korea(Asia and Pacific)
Language Korean
File Type Documents
Original Format pdf
Subject Government and Law < Public Administration
Holding 한국행정연구원


Ways to improve Pay System of the Government Employees of korea
The pay system for government employees in general service features seniority based pay by every grade, reflecting rank in person system. The current pay system makes it difficult to conform to general directions of civil service reform that intend to increase openness and competitiveness as well as job specialty and competency. It is also inadequate in motivating public employees' learning and development and in enhancing work motivation.
The two main purposes of this study are as follows.
1. Conducting comparative analyses of pay difference or pay gap between higher grades and lower grades.
2. Having pay system reflect not only the current seniority based pay by grades but also pay based on difficulty and responsibility of the duties of a position, and on competency.
We have set up an exponential function equation to analyze the current pay table by the analogy of another model that had been used to assess the value of buildings which determines the assessment ratio of local Property Tax. This exponential function has also been used to draw alternatives reflecting a variety of pay decision criteria when the current pay system is sought to redesign.
The researchers have conducted pay related literature reviews as well as to hold experts seminars to make a decision of the direction of pay system redesigning.
We also carried out a survey to find out opinions and attitudes toward the current pay system of civil servants who belong to some departments and agencies of central government. Based on the findings of the empirical analyses, we have proposed some alternatives for the improvement of the current pay system for
government employees in general service.
This study has drawn policy alternatives such as alternative (1) and (2) which integrate a variety of pay decision criteria into pay determinants and seek to devise rational pay difference between some employees in higher grades and others in lower ones. To reinforce pay based on difficulty and responsibility of duties of a position as well as competency, this study has presented alternatives that redesign the current pay system which is mainly composed of seniority based pay by grades into a new pay structure which makes it possible to reflect pay based on job evaluation as well as competency. Alternative (1) is similar to alternative (2) in basic framework, but alternative (2) reduces the pay differences among grades.
Alternative (3) is to add to a new pay grade which may be based on job evaluation or assessment center. And It is to separate between promotion in rank of person and pay grade increase. It keeps the current pay table and reduces the breadth of pay step index by half. To make up for the reduced pay, it establishes a new pay grade in which the grade increase criteria may be set by departments or agencies' discretion. The strength of the alternatives presented in this study is that they make it possible for the current rank in person to keep in harmony with position classification based on job evaluation, making them easy to be adopted.
The alternatives of redesigning the pay system presented in the precedent studies are to introduce the new job grade system, necessarily resulting in job analysis.
However, those are to change the current base in classification in general service from rank in person to rank in position, making them difficult to be implemented.
Seen from cases of pay system for public officials and senior executive service overseas, we have concluded that job grade system for which substitutes the current rank in person is not fit for Korean public servant culture.
The alternative which separates promotion in rank of person and pay grade increase was suggested by previous studies. However, it did not present feasible and specific alternatives. This study makes contribution to pay system by offering specific alternatives overcoming the limitation of previous studies.
Alternative (2) or (3) would be better for short term. Alternative (2) is to raise decision makers' pay as well as to reflect pay based on job evaluation. Alternative (3) is one which adds a new pay grade to the current pay system without changing the current pay table, and more feasible than the other alternatives. In the early stage of introducing alternative (3) that does not conduct job analysis, public employees in general service may receive the new pay grade that is intended to get the pay similar to the current pay level in accordance with the pay table provided in the pay regulations for Korean civil servants.
The alternatives presented in this study can be characterized by being applied without a drastic change in the current pay table. The new pay system can contribute to motivating public employees' learning and development. It may also be a management tool that strengthens job motivation, raises civil servants' morale, and ultimately improves organizational performance.