초록

AI-Helper

본 연구는 공무원의 전문성 축적을 저해하는 것으로 지속적으로 지적되는 순환보직의 실태를 파악하고 그 개선방안을 제시하는 것을 목적으로 한다. 우리나라 중앙부처 과장급 이상 공무원의 평균재직기간은 1년 남짓으로 매우 짧아 업무의 인수 인계에서 오는 비효율 및 업무공백, 전문성 축적기회의 감소, 책임성 저하, 정책의 일관성 및 연속성 결여 등 여러 문제를 낳으며, 특히 고도의 전문성을 요하는 대외 협상 분야에서 큰 국가적 손실을 낳는 것으로 파악된다. 이의 개선을 위해서는 전문성을 고려하는 보직이동, 전보범위의 축소, 전보제한기간의 강화 등의 조치가 필요하나, 근본적으로 현재와 같은 과도한 순환보직이 연공서열에 기초한 계급제에 기인하므로 장기적으로 공직분류제도를 계급제에서 직위분류제로 전환하고 실적주의적 요소를 강화해야 할 것이다.

Abstract ▼ AI-Helper

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 ...

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.

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