新規 大學敎員의 積極的 任用에 關한 硏究

다국어 초록 (Multilingual Abstract)

The following research has begun on a presumption of universities hiring competitiveness through the elite teaching staff and the strengthening of the educational study skills. Thus, universities must reconsider the educational skills and whether to develop and fulfill the skills in terms of policy and administration for hiring new university teaching staffs.
In chapter 2 there were advantages and disadvantages of the Spoils System versus Special Appointment and the Merit System versus an Open Recruitment from a theological stand point of hiring. Recently we have looked over the aggressive Human Resource Management Theory and understood hiring policies from advanced nations.
In chapter 3, there was an analysis based on internal documents from the Ministry of Education and Human Resources Development of policy and actual figures of the hiring process. In chapter 3, problems and solutions were made through previous analysis of policy and administrative perspectives.
In chapter 4, deals with systematic aspect of hiring university teaching staff and on-sight management aspects problems with suggestion to alleviate the problems.
Through the studies so far, the summaries are as follows.
First, there are limitations of the hiring policies of universities teaching staff in a fast changing environment. Many universities lack effort in providing elite staffing. In university education, competition is not being taken into consideration.
Second, there are more problems in the administrative aspect rather than the policies in the current hiring process of the university teaching staff.
Third, rather than university managing on their own personnel management systems, there is a reliance of the law of management by the Ministry of Education and Human Resources Development.
Fourth, rather than the actual meaning of the policy, focus is on the minimum acceptance of the policy. They are more focused on filling the space rather than fulfilling the maximum hiring criteria.
Fifth, there needs to be a change in attitudes of the hiring members. An ideal policy is being thought less of and left unapplied.
Sixth, the Ministry of Education and Human Resources Development must put effort in providing the ideal hiring policy through the problems we face now and whats out there to offer that fits our circumstances.

목차 (Table of Contents)

• 目次 = ⅰ
• 第1章 緖論 = 1
• 第1節 硏究의 目的 = 1
• 第2節 硏究의 範圍 및 方法 = 3
• 1. 硏究의 範圍 = 3
• 2. 硏究의 方法 = 4
• 第2章 大學敎員 任用 에 관한 理論的 背景 = 5
• 第1節 大學敎員 任用의 意義 = 5
• 1. 大學敎員 任用의 槪念 = 5
• 2. 大學敎員 任用의 內容 = 7
• 第2節 大學敎員 任用에 關한 理論 = 9
• 1. 獵官主義 理論과 特別採用 = 9
• 2. 實績主義 理論과 公開採用 = 12
• 3. 積極的 人事行政 理論 = 18
• 第3節 外國의 大學敎員 任用制度 = 20
• 1. 美國의 大學敎員 任用節次와 形態 = 20
• 2. 英國의 大學敎員 公開採用 및 資格 = 23
• 3. 獨逸의 大學敎員 採用節次 = 26
• 4. 프랑스의 大學敎員 採用節次 = 29
• 5. 日本의 大學敎員 任用制度 = 32
• 6. 綜合的 檢討 = 34
• 第4節 分析의 틀 = 36
• 第3章 大學敎員 任用現況과 事例分析 = 37
• 第1節 大學敎員 任用의 制度的 側而 = 37
• 1. 大學敎員의 種別과 資格基準 = 38
• 2. 大學敎員의 任用權者와 任用期間 = 40
• 3. 大學敎員의 任用節次 = 43
• 第2節 大學敎員 任用의 運管的 側面 = 47
• 1. 大學別 實情에 맞는 資格基準 運營 = 47
• 2. 大學別로 多樣한 任用節次 = 48
• 第3節 大學敎員 任用事例 分析 = 51
• 1. 分析의 槪要 = 52
• 2. 大學敎員 不當任用 事例 分析 = 52
• 第4章 大學敎員 任用 의 問題點 및 改善方案 = 65
• 第1節 大學敎員 任用의 問題點 = 65
• 1. 制度的 側面의 問題 = 65
• 2. 運營的 側面의 問題 = 69
• 第2節 大學敎員 任用 改善方案 = 75
• 1. 制度的 側面의 改善方案 = 75
• 2. 運營的 側面의 改善方案 = 78
• 第5章 結論 = 82
• 參考文獻 = 87
• SUMMARY = 91