육군 부사관의 보직관리 인식에 관한 연구 : 근거이론적 접근
A Study on the Awareness of the Noncommissioned Officer's Position in the Army: A grounded theory based approach
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초록
This study actually examined how Army noncommissioned officers were aware of position management. In consideration of the selection of interviewers, non-commissioned officers of the front and rear units were selected who worked for more than 20 years and who conducted at least three exchanges of troops. In order to enhance the veracity and accuracy of the data, a number of people who are currently serving as the chief executive officer or experienced the position of the chief executive officer were included. In this study, the contents of the interview were analyzed using the evidence theoretical approach presented by Strauss & Corbin (1998), and the results of open coding and axial coding resulted in 90 concepts, 20 subcategories and 10 categories. In addition, all six paradigms were found, and as a result of the selective coding, the key category was 'expectations for improving the non-commissioned officer's position management system to improve professionalism and service satisfaction'. Therefore, this study was meaningful in that it presented a new direction for research recognizing the feasibility and importance of institutional improvement in position management so that noncommissioned officers can do their best in their original duties through interviews. It is hoped that the perception of position management, which was confirmed through this study, will lead to the improvement of non-commissioned officers' policies and systems in the future, and various practical studies will be conducted on non-commissioned officers, such as research that clearly redefines non-commissioned officers' job management standards and develops a job management model.
Abstract
This study actually examined how Army noncommissioned officers were aware of position management. In consideration of the selection of interviewers, non-commissioned officers of the front and rear units were selected who worked for more than 20 years and who conducted at least three exchanges of troops. In order to enhance the veracity and accuracy of the data, a number of people who are currently serving as the chief executive officer or experienced the position of the chief executive officer were included. In this study, the contents of the interview were analyzed using the evidence theoretical approach presented by Strauss & Corbin (1998), and the results of open coding and axial coding resulted in 90 concepts, 20 subcategories and 10 categories. In addition, all six paradigms were found, and as a result of the selective coding, the key category was 'expectations for improving the non-commissioned officer's position management system to improve professionalism and service satisfaction'. Therefore, this study was meaningful in that it presented a new direction for research recognizing the feasibility and importance of institutional improvement in position management so that noncommissioned officers can do their best in their original duties through interviews. It is hoped that the perception of position management, which was confirmed through this study, will lead to the improvement of non-commissioned officers' policies and systems in the future, and various practical studies will be conducted on non-commissioned officers, such as research that clearly redefines non-commissioned officers' job management standards and develops a job management model.
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