공공부문의 성과관리와 성과측정시스템 이용방식에 관한 연구
Performance Management and the Use of Performance Measurement Systems to Improve Performance in the Public Sector
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본 연구는 공공부문의 성과관리에 따른 성과측정시스템(PMS) 이용방식을 실증적으로 분석하고자 한다. 본 연구에서는 PMS 이용방식이 활동의 특징인 성과관리의 수준, 즉 목표를 명확하게 명시할 수 있고, 바람직한 성과측정지표를 선택할 수 있고, 관리자가 업무 프로세스를 잘 알고 통제하는 정도에 달려 있다고 가설을 설정하고 있다. 그리고 외부의 압력이 PMS의 이용방식에 미치는 영향도 조사한다. 또한 공공부문의 PMS 이용방식이 조직성과에 미치는 효과를 실증적으로 분석하고자 한다. 본 연구는 공공부문으로부터 수집한 166개의 설문자료를 이용하여 가설을 검증하였다. 연구결과, 성과관리의 수준과 PMS 이용방식간에는 유의한 정의 관계가 있는 것으로 나타났다. 외부의 압력과 PMS 이용방식간에도 정의 관계가 있는 것으로 나타났다. PMS의 이용방식은 조직성과에도 정의 영향을 미치는 것으로 나타났다. 그러나 이러한 효과는 성과관리의 수준이 높을 때에는 덜 심각하게 나타났다. 또한 성과관리와 외부의 압력은 조직성과와 유의한 정의 관계가 있는 것으로 나타났다. 성과관리는 관리자에게 공공부문의 목표와 운영의 초점을 제공하여 조직성과를 개선시키는 것으로 해석할 수 있다.
Abstract
The purpose of this study is to examine the use of performance measurement systems(PMS) in the public sector. I hypothesize that the way in which these systems are being used depends on the characteristics of the activities -particularly on performance management, which is a broad construct encompassing clarity of goals, the ability to select undistorted performance metrics, and the degree to which managers know and control the transformation process. I examine the influence of external(political or stakeholder) pressure on PMS use. I also expect that public sector organizations that use their PMS in ways that match the characteristics of their activities outperform those that fail to achieve such fit. I test hypotheses using survey data from 166 public sector organizations. This study is summarized as follows. I find a positive and significant relationship between the performance management and use of PMS. I observe significant relationship between the external pressure and use of PMS(except incentive use). Using the PMS for operational, incentive and exploratory purposes positively influences organizational performance, but this effect is less severe when the level of performance management is high. I also find that performance management and external pressure tends to enhance performance. Finally, the interaction between use of PMS and the performance management is not significant.
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