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New public management has a strong influence over the personnel management of public servants, for it includes HR innovation such as skill improvement, role change of public servants, and the introduction of the general public or field experts to public posts. Therefore, civil servants put more importance on modern values such as equality, participation and democracy than the traditional ones such as discipline, obedience and responsibilities, and they strongly request empowerment. Additionally, to improve organizational performance, we need to provide public servants with opportunities to improve their own capabilities, to place them in the right positions, to improve efficiency of public organizations and to enhance personal satisfaction with job responsibilities. To activate personnel interchange between local governments reflecting environmental changes of personnel administration, we need to develop a method to perform personnel interchange based on the agreement of public servants and consequently there should be enforcement measures according to the selected method. In line with these thoughts, this article discusses the following, focusing on public servants in Gyeonggi Province: - Why the agreement of the public servants is needed in personnel interchange- What are the interchange alternatives, if classified according to the agreement level of the public servants?- What are the enforcement measures methods to activate personnel interchange?