종업원의 경력개발에 관한 연구

다국어 초록 (Multilingual Abstract)

I. Introduction
Carrer Development Program(CDP) is one of the Personnel Management technique that actualize the individual's needs and maximize the effectiveness of organizations.
Thus, this study is attempted to establish the systematic and reasonable direction to introduce and carry out CDP.
II. Theoretical Review
1. Significance of Career Development
Career Development is said to be activities to develop individual's careers in order that individuals establish career goods themselves and plan career planning to accomplish these and the organizational needs incorporate with individual needs.
Thus, there are two kinds of goods of career development. The one is that of individual dimension which is to satisfy individuals' career needs since the ability of individual is developed to degree of maximum and applied to the organizational career opportunities. The other is that of organizational dimension that provides career opportunities, those are to raise the effectivences of organization since individual's ability is timely applied in the suitable place of organization.
2. Several Career Development Models
There are two dimensions of career development: the individual's and the organization Career development of individual dimension involves various models, these are career stage model, career anchor model, career success cycle mode, career cross roads model.
Career development of organizational dimension involves models by J.C. Alpin and D.K. Gerster, by J.Leach, and E.H. Schein, whose core is harmony of individual needs and organizational needs.
III. Problems and Improvement
There are many problems in applying the CDP as the following;
1. Lack of aim in personnal management.
2. Inadquacy of long and short-term manpower plan.
3. Contempt of the manpower-asset.
4. Prevalence of manpower scout.
5. Prevalent Grade-deduction system.
6. Short-term achievement system.
7. Demoralization.
8. Insufficiency of PIS.
A effective introduction and practice of CDP is described as follows;
1. expansion of department of Career Development.
2. Connection of CDP and human resources planning.
3. exploitation of new personnel management thought.
4. career-oriented performance appraisal.
5. Improvement of education and training.
IV.Conslusion
An effective career development program provides substantial employee assistance in self-diagnosis of interests, aptitudes, and capabilities, It also provides complete information concerning career opportunities within the organization. The third major ingredient is that of aligning individual career wich carrer opportunities through a continuing program of training, education, transfer, and advancement.

목차 (Table of Contents)

• 목차
• 第一章 序論 = 1
• 第一節 問題提起 = 1
• 第二節 硏究牧的 = 2
• 第三節 硏究範圍와 方法 = 3
• 第二章 經歷開發에 대한 理論的 考察 = 4
• 第一節 經歷開發의 意義와 必要性 = 4
• 1. 經歷開發의 意義 = 4
• 2. 經歷開發의 必要性 = 6
• 第二節 經歷開發의 基本原則 = 8
• 1. 適材適所 配置의 原則 = 8
• 2. 昇進 經路의 原則 = 9
• 3. 後進 養成의 原則 = 9
• 4. 經歷 機會 開發의 原則 = 9
• 第三節 經歷開發의 節次 = 11
• 1. 經歷目標의 確定 = 11
• 2. 經歷經路의 公知 = 17
• 3. 敎育 및 訓連 = 19
• 4. 選拔 및 配置 = 19
• 第三章 經歷開發에 대한 模型의 硏究 = 20
• 第一節 個人次元의 經歷開發模型 = 20
• 第二節 組識次元의 經歷開發模型 = 29
• 第四章 CDP의 事例硏究 = 37
• 第一節 昭和電工株式會社의 CDP用事例 = 37
• 第二節 浦合製織의 CDP導入事例 = 41
• 第三節 事例硏究의 結果 = 43
• 第五章 CDP導入上의 問題點과 解決方案 = 45
• 第一節 CDP 導入上의 問題點 = 45
• 第二節 效率的인 經歷開發方案 = 49
• 第六章 結論 = 57
• 參考文獻 = 60