• The Korean Publising Journal, Monthly
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• s.241
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• pp.6-6
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• 1998

소규모 출판사의 경우 업무분화가 뚜렷하지 않은 상황에서 연봉제 도입은 무리라는 주장이 있다. 장기적으로는 연봉제를 신중하게 검토해야 할 것이라는 전망이 지배적이다. 그러나 연봉제 도입 이전에 열린 사고의 기업문화와 회사를 신뢰할 수 있는 환경을 마련하는 것이 시급한 과제다.

• Journal of dental hygiene science
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• v.3 no.1
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• pp.5-10
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• 2003

The purpose of this study was to examine how medical personnels in the field of dentistry perceived the introduction of the yearly income system in an effort to determine some of the right directions for that and find out in which way that could be vitalized. For that purpose, literature concerned and relevant materials were reviewed, and a survey was conducted on 95 medical personnels, who were working at dental hospitals and clinics throughout the nation, for approximately five months from April through August 2002. After the collected data were analyzed, the following findings were acquired; (1) Regarding their awareness of the yearly income system by the type of institute, the workers from the dental hospitals found the yearly income system, more than the others from the dental clinics did, to enlarge their sense of involvement in management (p<.001), further work productivity(p<.01), awake their target-oriented sense of mission(p<.01) and make them feel uneasy about their future(p<.05). (2) As to differences between the dentists and dental hygienists, the former group had a higher opinion about that system(p<.01) and its effect on impartial performance appraisal(p<.01), encouraging medical personnels to deploy their abilities(p<.01), furthering work productivity(p<.001), intensifying a target-oriented sense of mission(p<.001). (3) Concerning their perception by career, those who had longer experience to work in that field considered it to strengthen work severity(p<.05) more than the others who had shorter experience did, and the former group thought that system was more likely to concentrate on a short-term achievement (p<.05). The workers who had been working for three to five years were more conscious of change in office hours (p<.01), and those who had been working for two or less years viewed that system most favorably(p<.05). (4) In order for that system to be successful, impartial performance appraisal was most widely called for(31.6%), followed by trust between labor and management(26.3%), worker's positive attitude toward that system(16.8%), CEO's firm belief in that(12.3%), and setting up a feasible target. The workers from the dental hospitals put more stress on medical personnel's favorable attitude toward that system(p<.05) than the others from the dental clinics did. And the dentists placed more stock in setting up a feasible target, which was a criteria of determining the amount of annual income, than the dental hygienists did.

• The Journal of the Korea Contents Association
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• v.18 no.6
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• pp.554-563
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• 2018

In recent years, problems like the formation of the organizational culture that emphasizes the outcome, deepening of stagnation of promotion, the advent of high wages and the open era, the shortage of talented human resources has occurred. Thus, public agencies have an effort to improve the traditional seniority supply wage system and have carried out introducing the performance annual salary system. This study analyzed performance annual salary system problems and the improvement plan in addition to the investigation of the recognition of employees related to the outcome annual salary system of recent public agencies. Performance annual salary system of public agencies was introduced in conjunction with the evaluation of the public agencies. Performance annual salary system of this way were studied something that it have been properly secured, what is problems generated by the annual salary system fusing process and improvement about them. According to the study, It found that there are various problems like strong negative perceptions of overall performance annual salary system, the sense of discomfort occurrence associated with the implementation of the outcome annual salary system, salary piling of objectivity for the performance evaluation, etc. In order to improve these problems, It is necessary to converse of negative recognization, eliminate discomfort of performance annual salary system, provide fair evaluation criteria of the outcome, and due to the implementation annual salary system, and clarification of sectoral performance concepts and criteria.

• Journal of the Korea Society of Computer and Information
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• v.8 no.4
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• pp.186-193
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• 2003

This study presents practical approach devices that examines introduction conditions and operation procedures about yeonbongje as new system of wage management and analyzes the problems and complementary clauses on introducing and operating yeonbongje pay system. Yeonbongje is pay system taking a serious view of performance that decides total annual wages by contract and evaluates performance and contribution of individual employees. Appraisal is the basic to execute yeonbongje. Employees have to accept appraisal result because it is reflected in annual wage. To introduce and operate successfully, yeonbongje needs conditions as follows; First, system is desirable that regulates the basis matters and solve problems in operating actually. Second, it is desirable to ensure objectivity and acceptance of appraisal. Third. it is difficult to evaluate for appraisal. Fourth. it is effective to furnish computer system. Fifth, it is successive to increase the weight of competency based wage in the long time.

• 대학교육
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• s.94
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• pp.64-71
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• 1998

연봉제가 적용된다는 것은 교수 사회에 명실상부한 경쟁 메커니즘이 형성되게 된다는 것을 의미한다. 논란의 여지가 있을 수 있지만, 사회 전반에 걸쳐 경쟁 메커니즘의 적용 폭을 넓혀야 할 처지에서 대학만 예외가 될 수는 없다. 경쟁 메커니즘의 적용으로 교수의 교육 열의가 높아지고 연구실적이 향상되는 순기능만이 아니라, 공동체를 유지하는 협력을 깨뜨리고 부정적인 갈등을 증폭시키는 역기능을 촉발할 수도 있다. 따라서 연봉제와 같은 이해복합적인 사항은 실시에 앞서 충분한 준비와 전문적인 검토를 필요로 한다.

• Journal of Labour Economics
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• v.34 no.2
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• pp.29-52
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• 2011

Using occupational wage structure survey(1996-2006) by Korean ministry of employment and labor, we explored the effect of performance based pay on the pay dispersion within firm. Pay dispersion is defined as the within-firm variance of wage residuals after controlling the individual characteristics in the labor market. The results show that introduction of performance-based pay system increases the level of pay dispersion significantly. However, The relationship of employees' ratio who receive performance-based pay and the level of pay dispersion is an inverted U-shaped($\bigcap$).

• 대학교육
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• s.116
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• pp.117-123
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• 2002

• Product Safety
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• s.31
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• pp.30-34
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• 1995

• The Journal of the Korea Contents Association
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• v.18 no.9
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• pp.424-432
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• 2018

Job-wage is "a compensation system in which the basic pay is determined by the value of the task regardless of the nature of the person performing the task." The retirement age of workers in 2016 is trying to improve the wage system due to the enactment of the 60-year-old law. The performance salary system introduced in the previous administration try to switch the government of Moon Jae-in. In other words, the introduction of performance salary from the Seniority based Wage and the shift to the job payment system are taking place. This study analyzed case agencies in connection with the transition of job wage to public agencies. In other words, based on the awareness of the employees involved to the contents of the transition of the performance annual salary system to the job wage system analyze empirically. This study finds that there was strong negative perception of the performance-based pay system as a whole and the shift to a job wage system was also highly opposing. It was revealed that efforts to improve the problem are needed to improve performance annual salary system, to reverse the negative perception of job wage, to prepare fair evaluation criteria for performance and job duty and to persuade employees who oppose job change.

• The Korean Journal of Applied Statistics
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• v.24 no.2
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• pp.435-443
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• 2011

On March 2011, an annual salary plan was applied to new faculty members in National Colleges and Universities. In 2015, all tenured faculty members will receive salaries based on annual performance evaluations. The efforts and accomplishments of faculty are normally assessed according to a standard formula of 40% teaching, 40% research and 20% service. In almost all colleges and universities, student course evaluations may be considered as the only measure of the perceived quality of the courses offered by the faculty member. The mandatory course evaluations are becoming prevalent in Korea. The results of course evaluations do not reflect the fairness and the appropriateness of the quality of the course taught by the faculty member and should not be considered under the teaching evaluation criteria.