학교운동부지도자 무기 계약직 전환 인식과 처우개선 방안

Abstract

The purpose of this research was to suggest the perception and improvement measures for the non-fixed term transition of the school athletic leaders. The seven school athletic leaders in areas that have been changed to non-fixed term with sufficient information suitable for the purpose of the study by research methods were subjected to the purposeful sampling and data collection through an in-depth interview was mainly done. The collected in-depth interview data was repeatedly read to analyze areas where meanings are classified and categorized, and taxonomic analysis to systematically find the attributes according to meanings. The results of these methods and procedures are as follows. First, the perception of the transition of non-fixed term of the school athletic leaders has been partially resolved from the stress of the renewal contract, and they have been able to guide students steadily away from the pressure of the grades, and the manager''s power tripping, such as unreasonable administrative pressure, exercise of authority using hierarchy, disparaging remarks, and defamation of character, were gradually improved through communication. Negative aspects included a drop in pay. The salary has been lowered by about 500,000 won from 2.1 million won to 1.64 million won in basic salary, and only because it has become a full-time worker, it controls and restricts the methods of preserving salaries such as development funds and beneficiary burdens. As a result, they feel a sense of loss and skepticism, and even have difficulty maintaining a living. This means that the school athletic department is not trying to secure transparency in its operation, but rather it can proceed negatively. Second, improvements should raise the reduced salary that fall short of the minimum wage, improve the difference in basic salary according to the types, and re-implement the beneficiary burden that had been implemented before full-time employment by means of subsidizing benefits through school accounting in accordance with the legal procedures. Similarly, they voiced that afterschool activities that had been carried out before full-time jobs should be actively utilized through communication and agreement, not unilateral control and restriction. Another improvement was hoped to improve insufficient treatment by introducing the salary step system and certification allowance, as did teachers and education officials currently working with school athletic leaders. In conclusion, although the transition of school athletic leaders to full-time positions is being made nationwide, there are still many problems to be supplemented such as improvement of treatment and change of perception. Through communication and understanding between each other, we hope that measures will be established systematically to improve practical treatment. Recently, sports officials have voiced concerns that the school athletic department will shrink if they follow the recommendations made by the Sports Innovation Committee. We hope that realistic policy measures will be established and implemented so that elite and leisure sports can be harmonized and developed by listening to the voice of the field.