Analysis of Change Process in Public Institution Management Evaluation System:Focusing on new Institutionalism Perspective

In this study, the management evaluation of government-invested institutions was first introduced by the Economic Planning Board in 1984, and the number of institutions subject to evaluation expanded with the implementation of the government-affiliated management evaluation system in 2004. With the enactment of the Act on the Management of Public Institutions in 2007, the management evaluation systems of public enterprises and quasi-governmental organizations were integrated, and the evaluation index system was standardized based on the Malcolm Baldrige model. Recently, we have entered the era of customized evaluation indicators in which the weights of business management and major projects, as well as quantitative and non-quantifiable indicators, are applied differently depending on the evaluation type. Over the past 40 years, the public institution management evaluation system has changed and developed in terms of evaluation types, evaluation models, evaluation target organizations, evaluation indicator systems, evaluation methods, and follow-up measures, and the evaluation indicators of management management and major projects have also changed as a means of implementing government policies according to the change of government. First, the management evaluation system of public corporations and quasi-governmental organizations went through gradual changes and self-reinforcement processes with path dependence from a historical neo-institutional perspective, and then drastic changes in the evaluation targets and evaluation indicator systems occurred due to the management evaluation of government-affiliated organizations in 2004 and the integrated evaluation according to the enactment of the Public Service Act in 2007. Second, as the payment rate of performance-based pay and personnel measures for heads of institutions are determined based on the results of the public institution management evaluation, the government is utilizing it as a means of implementing government policies such as national tasks, and public institution executives and employees are making strategic decisions on selecting quantitative indicators that are easy to achieve goals and introducing wage systems such as performance-based annual pay or job-based pay for executives, depending on the acceptance of government policies or the pros and cons of evaluation. Third, since 2010, through the annual improvement of evaluation indicators, the process of change in evaluation indicators such as integration, differentiation, abolition, and establishment of new evaluation indicators for management and major projects has been carried out. The public institution management evaluation system that has been maintained for the past 40 years is based on the premise of comparative evaluation within the evaluation type, and therefore has limitations in improving the management innovation or mid- to long-term capabilities and performance of public institutions. In addition, the government budget for organizing and operating the management evaluation team, as well as the cost of preparing and preparing for the evaluation of each public institution, are increasing. From a historical neo-institutional perspective, the public institution management evaluation system is going through the developmental formation and introduction, expansion and standardization, and customization and transformation periods, but in particular, the management management evaluation indicators, evaluation contents, and considerations are rapidly increasing. However, the number of quantitative evaluation indicators for major projects, which are the unique purposes of public institutions, is actually decreasing.