• The Journal of the Korea Contents Association
• /
• v.8 no.9
• /
• pp.139-149
• /
• 2008

The Police are classed special service on civil service system. Most of special service officers are applied special personal law. It is reason that organization and mission are different from general public officials. The police performance evaluation is enforced in dissimilar form with another civil services for these cause. This study proposed to verification formality about appraisal result to desirable operation of police performance evaluation system. At system enforcement early, it may be desirable that verification is limited finally supervisors rating.

• Fire Science and Engineering
• /
• v.23 no.2
• /
• pp.85-95
• /
• 2009

The fire organization of civil servant is a specified public official job which traditionally is characterized by conservative attributes, highly emphasized with a hierarchical culture and the order from higher position. Such a special condition of the fire organization is seemingly regarded as a prerequisite of the occurrence especially prevalent of the systematic discord rather than the other system of a civil servant such as a common administrative job. The conflict among fire officials which is caused by the variety of effort that has been input in pursuit of making a desirable structure does not in progress or even though it dose, weakened by a counterbalance. Therefore, the goal of this research is inducing a plan to revitalize the fire organization through the corroborative analysis of the conflict between indoor duty and outdoor service ones. That is the reason of the disagreement, the device of getting rid of discord and so on.

• Korean Security Journal
• /
• no.39
• /
• pp.95-130
• /
• 2014

The purpose of this study focuses on developing the outplacement competency of special security government official for which precedent reference research, expert review, and expert Delphi analysis used according to three steps of study process. The final Delphi examination analysis resulted in outplacement competency into four groups of competency and twenty-two subcategories. Thus, it is very worthy to develop outplacement's competencies necessary for outplacement of special security government official through expert's Delphi examination in the first time, which have not being researched until now, and to present them theoretically through clarification and verification process accomplished by experts and staffs related to outplacement. Individual effort is essential to strengthen their capabilities based on accurate self evaluation, for which the awareness and concept need to be redefined to help them face up to the reality by readjusting career goal to a realistic level. Also, active career development plan to improve shortcoming in terms of outplacement competency is required. The result of this study, which ouplacement successors of special security government officials participated studying process, will be used as the basic data to establish an outplacement curriculum and an educational system for strengthening competency necessary for outplacement of special security government official.

• Korean Security Journal
• /
• no.33
• /
• pp.51-80
• /
• 2012

This study is to summarize main contents which was mentioned by Beomseok Kim' doctoral dissertation. The purpose of this study focuses on presenting the outplacement countermeasure and retention level examination analysis about outplacement competency of special security government official through implement of questionnaire method. The questionnaire for retention level examination including four groups of outplacement competency and twenty subcategories was implemented in the object of six hundered persons relevant to outplacement more than forty age and five grade administration official of special security government officials, who have outplacement experiences as outplacement successors, outplacement losers, and outplacement expectants, in order to achieve this research purpose effectively. The questionnaire examination items are four groups of outplacement competency and twenty subcategories which are the group of knowledge competency & four subcategories including expert knowledge, outplacement knowledge, self comprehension, and organization comprehension, the group of skill competency & nine subcategories including job skill competency, job performance skill, problem-solving skill, reforming skill, communication skill, organization management skill, crisis management skill, career development skill, and human network application skill, the group of attitude-emotion competency & seven subcategories including positive attitude, active attitude, responsibility, professionalism, devoting-sacrificing attitude, affinity, and self-controlling ability, and the group of value-ethics competency & two subcategories including ethical consciousness and morality. The respondents highly regard twenty-two outplacement competency and they consider themselves well-qualified for the subcategories valued over 4.0 such as the professional knowledge, active attitude, responsibility, ethics and morality while they mark the other subcategories below average still need to be improved. Thus, the following is suggestions for successful outplacement. First, individual effort is essential to strengthen their capabilities based on accurate self evaluation, for which the awareness and concept need to be redefined to help them face up to the reality by readjusting career goal to a realistic level. Second, active career development plan to improve shortcoming in terms of outplacement competency is required. Third, it is necessary to establish the infrastructure related to outplacement training such as ON-OFF Line training system and facilities for learning to reinforce user-oriented outplacement training as a regular training course before during after the retirement.

• Korean Security Journal
• /
• no.27
• /
• pp.51-80
• /
• 2011

I had an interview with some unemployed career staffs who had retired and worked for more than twenty years in order to research impacting elements on reemployment for l retired special security government officials. This interview included an officer and a consultant for supporting employment in order to explore compacting elements on retired security government official's reemployment. Looking over analysis results, first, there is a shortage of reemployment opportunities and information. The job applicant's employment requirements are not in accordance with the company's employment conditions. They don't have enough professional experience necessary for employment. There is no positive employment supporting counterplan or vocational education program in the organization. Second, their insight about finding a job is high for the current employment market condition. The reemployment offices have a very difficult task because job applicants prefer a full-time job which offers long term work and guarantees a social position. Third, it is a huge obstacle to undertake going into various enterprises and fields because they don't have the right mind set and enough preparation for reemployment. Moreover, they would prefer to depend on organization employment support rather than getting a new job by themselves when they don't possess other careers' qualifications. Finally, they know that social networks and personal connections are extremely important in obtaining vocations, but actually have poor social networks and few personal connections. Accordingly, Their organization and related persons need to reflect on analysis results about impacting elements on reemployment for retired special security government officials.