Personnel Authority Research Articles

The Relationship between Delegation of Medical Personnel Authority to Nurses and Nurse Job Satisfaction

The Relationship between Delegation of Medical Personnel Authority to Nurses and Nurse Job Satisfaction

Centralization and regulatory enforcement: Evidence from personnel authority reform in China

This paper examines the impacts of the centralization of authority in the appointment of civil servants on the effectiveness of regulatory enforcement efforts. We exploit a unique personnel reform in China’s Environmental Protection Bureaus (EPBs), which shifts the power to appoint local EPB directors from municipal governments to the provincial level. Based on detailed personnel records and administrative punishment data, we find that local EPB directors under centralized personnel authority increase the number of punishments and the total amount of fines by 13.0% and 19.0%, respectively. The impact on environmental enforcement remains of comparable magnitude even after 3 years, resulting in improved environmental quality. We identify three possible mechanisms driving this positive effect: the reduction of distorted incentives, the enforcement of objectives with interjurisdictional externalities, and the selection of more qualified appointees. Our analysis contributes to the understanding of the consequences of the recent trend toward “reverse decentralization” in institutional settings.

대학자치와 인사행정상의 부패방지방안

The Constitution recognizes university autonomy to practically guarantee academic freedom. University autonomy means that universities autonomously decide and execute university issues without external influence and take responsibility for the results.
 National and public universities and private universities, within the scope of not violating the Constitution, the Higher Education Act, the Education Public Officials Act, the Disciplinary Order for Education Officials, and the Private School Act, the University Faculty Personnel Regulations, University Faculty Disciplinary Regulations, University Faculty Promotion Regulations, University Faculty Reappointment Regulations, The Articles of Incorporation, etc. are regulated autonomously, and new recruitment, reappointment, promotion, dismissal, and disciplinary actions are reviewed by the University Personnel Committee, the Faculty Personnel Committee, and the Faculty Disciplinary Committee in accordance with the faculty personnel related regulations. Personnel authority and disciplinary authority have been conducting personnel administration at their discretion. In particular, university personnel administration is understood as a lawful disposition, not judged as a deviation or abuse of discretion, unless it significantly loses its validity from a socially accepted point of view.
 Despite the fact that fairness, objectivity, and integrity are more required in the faculty personnel department, the sacred university that seeks truth demands money and valuables while hiring new teachers, solicits or arranges professor appointments, or delays, academic ties, or Personnel corruption is constantly occurring due to collusion in hiring relationships due to blood ties, abuse of power, bribery, embezzlement, intentional deception, fraud, and non-compliance with personnel regulations.
 In the case where the Ministry of Education has conducted a comprehensive audit when personnel corruption at a specific university has become a social problem, most of them are given a 'Warning' or 'Caution' despite the fact that the personnel corruption was revealed. In addition, even though the sentencing for personnel corruption by teachers is a matter of severe punishment, they are disposing of light punishment without objective reasons for mitigating.
 Therefore, after examining the concept, legal nature, content and limitations of university autonomy, the direction for preventing corruption in university personnel administration is presented. In particular, from the viewpoint of ensuring university autonomy under the Constitution, the direction of enactment of the Anti-Corruption Act on personnel administration of university faculty, rationalization of the Conflict of Interest Prevention Act, strengthening of university self-audit functions, establishment of good governance in personnel administration, rationalization of anti-corruption policies, and mandatory education on integrity and ethics, and discusses the mandatory use of the personnel management system.

지구대(파출소) 운용에 관한 비판적 고찰

With the implementation of the revised Police Act, security affairs were converted into “national police affairs (public safety),” “criminal investigation,” and “autonomous police affairs”.
 This study was planned under the awareness that the police are oblivious to the legislative purpose of the “Police Act” by unfairly operating a police district unit(police box).
 In this paper, four issues were derived and the following comments were developed.
 First, the local police spend most of their time on autonomous police affairs, except for the initial action on criminal investigations.
 Second, if the head of the autonomous police department in charge of autonomous police affairs is excluded from the command line of the local police, there is a high concern that the authority to command and supervise the municipal and provincial police committees on autonomous police affairs will become nominal.
 Third, the Police Act stipulates that the municipal and provincial police committees are in charge of the appointment and evaluation of public officials in charge of autonomous police affairs. However, by excluding local police officers who perform local police affairs from the category of “police officers in charge of autonomous police affairs” in Article 4 (1) of the Police Officials Appointment Order, the personnel authority of the municipal and provincial police committees is overshadowed.
 Fourth, Article 28 (3) of the Police Act stipulates, “The head of the city and provincial police shall take charge of autonomous police affairs under the direction and supervision of the city and provincial police committees.” However, it has become very difficult for the municipal and provincial police committees to exercise their command and supervision rights for local police affairs.

The origins of income equality with a small government in Japan: An analysis of the formation of Japanese-style income policy in 1975

ABSTRACT Japan was one of the most equal societies from the 1970s to the 1990s, in terms of income among the OECD countries, despite its small government. This study sheds light on the income policy formation process in 1975 as a critical juncture, when labour unions were demanding wage increases in response to rising prices after the 1973 oil crisis. A common theory holds that the formation of this income policy is explained by labour-management relations; however, this study emphasises an intervention by the Ministry of Finance (MOF). The sharp wage increases resulting from the spring offensive (Shunto) resulted in higher salaries for civil servants through the National Personnel Authority. Consequently, the MOF attempted to intervene in the spring offensive to maintain fiscal discipline. Specifically, the MOF suppressed the wage increase rate by directly persuading labour union representatives and adopting policies to curb aggregate demand. Consequently, the unions refrained from demanding a sharp wage increase. In return, companies maintained employment, and the government – having succeeded in suppressing wages – generated jobs by expanding public work projects. Thus, this relationship between labour, companies, and the government became the basis for the “equal” and small government of the 1990s.

Lean and Green Product Development in SMEs: A Comparative Study between Small- and Medium-Sized Brazilian and Japanese Enterprises

Facing the new challenges in production processes, companies should adopt lean and green practices in product development. In SMEs, the application of these practices is more complex. This work explores the maturity of lean–green methodologies in the product development process in Brazilian and Japanese SMEs. The methodology used is multicriteria, combining the analytic hierarchy process (AHP) and TOPSIS 2-tuple method, applied to four Japanese SMEs and four Brazilian SMEs in the metalworking sector. The criteria for evaluating SMEs are company flexibility, difficulties with NPD, innovation, limited resources, and personnel authority high. The TOPSIS method alternatives refer to 18 lean–green enablers. In the AHP method, the prioritisation of criteria between Japanese and Brazilian specialists presented divergences. In the Japanese context, the incidence of innovation is predominant, while in the Brazilian context, the most important is the limited resources. In the TOPSIS 2-tuple method, the results showed a higher level of maturity in lean–green methodologies in Japanese companies than in Brazilian ones. Lean practices are more evolved compared to sustainable practices in both countries. The study also addressed how open innovation adoption may contribute to innovation and NPD practices. Policymakers need to understand the heterogeneity of innovators within SMEs and how they differently innovate, developing distinct internal and external activities.

인사청문회제도 정착을 위한 개선방안에 관한 소고

In a presidential country with clear separation of powers by the Constitution, it is natural to exercise the personnel rights granted to the president to find the best person and operate efficient state affairs. The exercise of personnel rights consistent with the president's philosophy of state affairs can be seen in two main stages. It is the stage of personnel verification at the Blue House and the stage of appointment consent and personnel hearing at the National Assembly. In addition to verifying the policies and qualifications of high-ranking candidates, it is also a means of checking the executive branch of the legislature in a presidential system on the premise of strict separation of power, and further preventing the president from exercising personnel rights. However, it is natural that the confirmation hearing system for high-ranking government officials, which we are used to, should be the answer to its original purpose with a reckless operation, but the hearing was often paralyzed by political delays. Of course, the National Assembly's confirmation committee members believe that they will leave the ruling and opposition parties to thoroughly inquire into the competencies required of the candidates and investigate suspicions that the public is curious about. Aside from the truth or not, the allegation of the moral verification of high-ranking candidates is not only disparaging the morality of our society, but there is also a concern that the issue of the National Personnel Authority will be undermined. In addition, it is true that high-ranking officials who do not require a vote on the National Assembly's motion for appointment are allowed to appoint even if the hearing and report of the competent standing committee are not adopted, and there are frequent cases of appointment. Since the process from birth to the present has not been deplorable, it is expected that the net function of the system will develop into pure logic, even if there are unpredictable variables in reality to lay the foundation for dispelling negative factors.

자치경찰제의 성공적인 시행을 위한초기 운영의 쟁점 분석

With the introduction of the autonomous police system by the Moon Jae-in government, local governments are expected to provide local-specific public security services that reflect the needs of residents and comprehensive public security services through linking local administration and public security administration. The purpose of this study was to analyze the issues of the initial operation of the autonomous police system and to suggest improvement plans for the local police committee, which is a key organization for the successful implementation of the autonomous police system. To this end, a survey was conducted from July 1st to July 15th, 2021 on the organization and operation of the local police committee, personnel rights, budgetary rights, scope and linkage of the affairs targeting 18 local police committees. Based on the survey results, policy recommendations for the successful implementation of the autonomous police system were presented. First, it may be considered to allocate the recommended number of committee members to each recommendation institution in order to secure diversity of the local police committees. Second, the National Police Agency should cooperatively share personnel and budget information with the local police committees. Third, the independent personnel rights management system within the local police committee should be prospectively reviewed. Fourth, it is necessary to come up with various financial support measures that allow local governments to independently operate them. Fifth, it is necessary to continuously discuss improvement plans for local police affairs by reflecting the opinions and experiences of national police officers who perform local police affairs in the field. Sixth, for the personnel and budgetary authority of the local police committee to be effectively exercised, the facilities･manpower･budget of the national police must be completely transferred to the local governments.

ПСИХОЛОГІЧНІ СПОСОБИ ФОРМУВАННЯ АВТОРИТЕТУ ОФІЦЕРА КАДРОВОГО ОРГАНУ

This article reveals the relevance of the study of the formation of the credibility of the officer of the personnel authority. The analysis of the psychological ways of forming the authority of the officer. Considered the psychological nature of authority. Also considered the process of formation of the authority of the leader, his quality and skills. The author analyzes the structure of authority and highlights the advantages and disadvantages of each of the functional components of authority, as an integral personality characteristic, makes it possible to choose the most optimal ways to form the authority of an officer of a personnel body in the context of officer-service activity.

ПСИХОЛОГІЧНІ СПОСОБИ ФОРМУВАННЯ АВТОРИТЕТУ ОФІЦЕРА КАДРОВОГО ОРГАНУ

This article reveals the relevance of the study of the formation of the credibility of the officer of the personnel authority. The analysis of the psychological ways of forming the authority of the officer. Considered the psychological nature of authority. Also considered the process of formation of the authority of the leader, his quality and skills. The author analyzes the structure of authority and highlights the advantages and disadvantages of each of the functional components of authority, as an integral personality characteristic, makes it possible to choose the most optimal ways to form the authority of an officer of a personnel body in the context of officer-service activity.

No Sang-Chu's Life in the Central Public Office and Its Significance as a Military Officer in the late Joseon Dynasty

이 연구는 경상도 선산의 무관 노상추가 역임한 오위장과 금군장이 그의 삶에서 어떤 의미가 있는지를 탐색한 글이다. 노상추는 진동 만호의 임기를 마치고 서울로 돌아온 뒤 수령으로 진출하는 희망을 품었다. 1783년에 그의 바람대로 삭주 부사가 되었으나, 그 뒤로 다시는 수령으로 나가지 못하였다. 이후 은퇴하는 1813년까지 홍주 영장, 강화 중군, 가덕 첨사가 그의 외직의 전부였고, 그 사이를 채워준 관직들이 바로 오위장과 금군장 등이었다. 노상추는 수령 진출에 대한 꿈을 버리지 않고 인사권자들에게 본인의 존재를 알리고 벼슬자리의 공백을 최소화하기 위해서 오위장과 금군장 등을 마다하지 않았다. 이 관직들을 지내면서 노상추가 지향한 정체성은 유학 경전의 독서를 통해서 예의염치를 아는 무관이었다. 여기에는 유장(儒將)을 최고의 무장으로 쳐주던 사회 분위기와 함께 영남이라는 지역사회의 관계망 속에서 처신해야 하는 현실이 자리했다고 여겨진다.This paper presents an investigation into the meanings of No Sang-Chu s career as the head of Owie and royal guards in his life after passing the military examination in Seonsan(善 山), Gyeongsang Province. Returning back to Seoul after completing his term as Manho(萬戶) of Jindong, he started to hold office as the head of Owie and royal guards. His dream was to move to the offices of local governor(守令), Bangeosa (防禦使), and general. He was appointed as Busa(府使) of Sakju by King Jeongjo according to his wish, but he was never to hold office as a local governor after being removed from the Busa office of Sakju. Since then, the only government posts he held away from the capital were Yeongjang(營將) of Hongju, Junggun(中軍) of Ganghwa, and Cheomsa(僉使) of Gadeokjin. The time gap until these offices was filled with the offices of Owie(五衛) and royal guards as the head. He was willing to take the offices of Owie and royal guards as the head to promote himself to the people with personnel authority. Refusing to give on his dream of holding a government position away from the capital, he made visits to people with personnel authority and sought work through them. It was not unique to him. This was the common reality among military officers in the Namin line of Yeongnam.

신라 중고기 병부의 人事權 掌握과 그 영향

신라 중고기 병부의 人事權 掌握과 그 영향

Developmental Re-establishment of Personnel Authority of Local Governor

Developmental Re-establishment of Personnel Authority of Local Governor

Public Service and restriction of basic labour rights in Japan

6 | International Union Rights | 26/1 FOCUS | UNION RIGHTS OF STATE ADMINISTRATION AND ESSENTIAL SERVICES WORKERS Public Service and restriction of basic labour rights in Japan Still restricted: basic rights for Japanese public service workers In Japan, the basic labour rights of public sector workers employed by central and local government are largely restricted. In legal terms, trade unions in the public sector are called ‘employee organizations’. They have the right to organise, but do not have the rights to adopt collective bargaining agreement, nor to strike. This is a high hurdle or obstacle to achieve better working conditions, as we negotiate with the National Personnel Authority for central government employees and with each local government’s personnel commission or equality commission for local government employees. As a result, their terms and conditions are regulated by law, ordinance and orders legally committed to recommendation or opinion by those compensatory structures. However, this broad restriction violates the Constitution of Japan, which granted basic labour rights for all workers. The ILO supervisory bodies have repeatedly criticised the government of Japan, and they have requested improvements to rights for public servants. We, Japanese public sector unions, have struggled to restore our rights. The restrictions have posed a lot of challenges and difficulties First, we face decreasing wage standards for public service workers, particularly low starting pay as well as blunting wage increases for workers over 45 years of age. This particular pattern of public service workers wage reflects that of private sector workers. In 1973, the Japanese trade union movement achieved a 20.1 percent wage increase in the ‘Shunto’ (‘Spring Offensive’) collective bargaining, and in 1974 it achieved 32.9 percent. The number of strikes in 1974 was 11,576, which is the highest number since the Second World War. Business quickly reacted, and organised a counterattack at the bargaining table, and on the right to strike – not only in the private sector, but also in the public sector, so that wage increases could not take place by workers’ strike. Secondly, the restriction caused deterioration of administration. Under the principle of separation of powers, legislation is superior to the power of administration. Separate from the Diet (parliament in Japan), the administration is neutral and maintained stability and continuity in order to secure rights and interests of the people. Taking into consideration that the will of the cabinet consists of parliamentarians, the administration has maintained neutrality by collecting objective and fair data and statistics, or always made multiple proposals in policy issues. However, due to the lack of equal labour-employer negotiation and basic rights, political power now has superiority in policy proposals in a top-down way. In recent years, we have witnessed a series of frauds and the use of illicit statistics or data to support positions of the cabinet. Thirdly, this creates a lack of confidence in the political process, and politics is becoming not ‘for the people’ but also ‘for the handful number of ruling people’. We do believe it is vital to realise democracy in public sector workplaces for more open and democratic administration processes for the people. Basic labour rights for public service workers are vital for decent administration. I also have to point out that the lack of basic labour rights impoverishes public service workers, including those in essential services. They are denied an independent-minded way of work, and are working without any rights under de facto oppression by the employer. The most serious case is the prohibition of the rights to organise for firefighters and prison staff, a violation of ILO Convention 87. The government has implemented a policy to privatise or outsource prisons. If the prisons are privatised, workers should have basic labour rights employed by private entity. There is no reason to restrict the right to organise for prison staff. The government claims firefighters are regarded as workers in an essential service and as part of police force. And in fact, the Japanese fire service was formed in 1872 as part of the police organization. However, it was around 70 years ago that the fire service came under the control of municipal governments, just after the Second World War. During the...

“Institutional Conversion of Japan’s National Personnel Authority: How Indigenous Forces Have Reshaped a U.S. Occupation-imposed Bureaucratic Institution”

The National Personnel Authority (NPA), Jinjiin in Japanese, was an unwelcome gift from the U.S. occupation ruler. It was fundamentally alien to Japanese bureaucratic traditions. It was a U.S.-style independent agency and aimed to remake the Japanese bureaucracy on the American model. This article analyzes the NPA’s survival in the post-occupation era from the perspective of historical institutionalism. It argues that the NPA has been successful because of institutional conversion in indigenizing itself. Soon after Japan’s recovery of independence in April 1952, the NPA abandoned its original mission of Americanization. Instead, it repositioned itself as the promoter of harmonious industrial relations in the public sector to contribute to promotion of Japan’s high-growth economy. Moreover, with the end of the Liberal Democratic Party (LDP)’s hegemony in the 1990s, the NPA has reactivated the function of safeguarding the bureaucracy’s partisan neutrality. This development represents the paradox of foreign-imposed institutions because the NPA ignored its responsibility for protecting bureaucratic neutrality for many years under the LDP’s monopoly of power.

A Study on the Strategic Schemes for the Reform of Personnel Authority over the Local Council Secretariats

A Study on the Strategic Schemes for the Reform of Personnel Authority over the Local Council Secretariats

Learning experiences and gains from continuing professional education and their applicability to work for Japanese government officials

This study aims to understand the perceived learning experiences and gains for Japanese government officials from US and Japanese graduate and professional schools, and how applicable their continuing professional education (CPE) is to professional performance. Interview participants were drawn from long-term overseas and domestic fellowship programs within the government's National Personnel Authority. Human capital theory and Ottoson's situated evaluation framework were applied for the analysis of 30 purposefully selected interviews. The officials from the overseas program reported more diverse and positive outcomes in cognitive, social, and affective domains as well as networking opportunities from their experiences than those from the domestic program. The interviews, however, revealed a loose linkage between CPE participants' outcomes and their subsequent work.

Management Strategies of Carrefour and Ito-Yokado in China: A Comparative Study

This research aims to provide an overview of management strategies of French hypermarket Carrefour and Japanese general merchandise store Ito-Yokado in China. In recent years, the Chinese economy has shown profound changes. With numerous foreign enterprises entering the retail market, the competition is especially keen among them. To capture greater market share, Carrefour and Ito-Yokado adapted their management strategies for China. On the one hand, Carrefour entered many cities thanks to their good relationship with local governments, and opened a number of stores. On the other hand, Ito-Yokado, which stands firmly by its dominant strategy, has opened stores in only two cities, and the number of new stores opened is not increasing as fast as Carrefour. The human resource strategies of Carrefour and Ito-Yokado are different; while the former gives personnel authority to the local level, emphasizes intensive training and promotes more Chinese employees to store manager’s position, the latter leaves the personnel authority to headquarters, educates employees through daily conferences, and has a slower rate of promotion than the former. The paper concludes that one reason that Ito- Yokado localizes less human resource management than Carrefour may be due to its corporate culture and Japanese company’s behavioral norms. The paper also points out some future research themes.

Organizational Capital in Boundary-Spanning Collaborations: Internal and External Approaches to Organizational Structure and Personnel Authority

Organizational Capital in Boundary-Spanning Collaborations: Internal and External Approaches to Organizational Structure and Personnel Authority

To Delegate Or Not To Delegate? That Is The Question Of Pricing Authority

<p class="MsoNormal" style="text-align: justify; margin: 0in 0.6in 0pt 0.5in;"><span style="font-size: 10pt;" lang="EN-AU"><span style="font-family: Times New Roman;">The burning issue of delegating pricing authority to the sales force is of interest to marketing academics as well as practitioners in a wide variety of consumer, industrial and institutional marketing situations. There are many studies which examine the decision to delegate ultimate pricing authority (PA) to the sales force. Additionally the marketing literature encompasses many theoretical rationales for giving sales personnel authority to set prices. Conversely there are also empirical research outcomes that debate the opposite scenario, asserting that giving salespeople the highest degree of pricing authority engendered the lowest sales and profit results. It is difficult to find any study which has investigated or explored this issue from the salesperson’s point of view. In this study, we examine the perception of the sales force on the price authority they have been given. Supported by the sales motivation theory, we, specifically, examine the sales force perception of the decentralized (delegated) price authority to them and perceived firm performance.</span></span></p>