2013, Vol.24, No.3

Korean Society and Public Administration 2023 KCI Impact Factor : 1.89

pISSN : 1225-8652
https://journal.kci.go.kr/kspa

This study analyzes the influence of local government subsidies, governance structures of social welfare corporations, and managerial characteristics of social welfare centers on service quality. Drawing upon 140 survey responses from social welfare centers, the results are as follows:ⅰ) Local government does not place many burdens on subsidized social welfare corporations, but there are strict requirements for the submission of financial reports and auditing, and the centers are well monitored. ⅱ) Social welfare corporations are generally well governed, but there is still significant room for improvement. More specifically, while 70% of corporations consistently hold regular board meetings, in 38.2% of the corporations, social welfare specialists make up the majority of the board, and in 29.4% relatives occupy more than 10% of board positions. ⅲ) Among the various services offered by social welfare centers, core services include family welfare, community social welfare, and education and culture projects. These projects can be evaluated as comparatively good, particularly the community social welfare projects. ⅳ) For social welfare centers subsidized by local government, increased monitoring results in better quality services. ⅴ) Various activity career, improved transparency and participation, conservation of screening rules, and awarding bonus points to excellent centers do not significantly influence service quality. ⅵ) Social service centers operated by corporations with fewer than 10% of directors as relatives offer a higher level of services than others, as do those with service directors with more than 15 years field experience and first level of social worker qualification. However, the ratio of social welfare specialists and level of board activity do not impact service quality. ⅶ) Finally, centers which award employee performance bonuses display a higher level of service quality than others.

According to analysis about economic effect of social service using SAM, it was found that social service had lowest production inducement effectiveness (1.0320) among others - basic material industry (3.1845), service industry (2.7775) and assembly & processing (2.7005). In addition, social service had lowest individual effectiveness (0.1474) among others with increasing final demand in all production fields. It was found that household income inducement effectiveness by industry was highest in agriculture & forestry, fishery and mining industry (3.2546), which was followed by basic material (2.8778), consumer goods (2.1168), services (1.8441), assembly & processing (1.7460), and electricity, gas, water supply and construction (1.4261) respectively. But social service didn't have such a high effectiveness (1.0316) enough to induce income. And it was found that social service had lowest occupational income inducement effect (0.3466), contrary to service (10.1984). Basic material had highest effectiveness in inducing governmental tax revenue (0.5790), which was followed by service (0.6574) and others. Here, social service had lowest effectiveness in inducing governmental tax revenue (0.0170), as in inducing industrial and occupational income). However, the implication of the findings can be construed positively with regard to early phase of service industry in South Korea, and in the sense that data of this study came from those issued in 2009 and social service has expanded on scale over the last 3 to 4 years. In comprehensive view of these points, it is concluded that social service has a potential to grow up fully as an industry.

The government has introduced a performance management system for enhancing organizational performance. In developing this system, there is a possibility that the views of public officials were not fully considered. This is significant, as it is public officials who administer the performance management system, and if they are not satisfied with the arrangements, then this could hinder efforts to improve the effectiveness of the system. This study therefore examines the extent of employee satisfaction with performance management structures through a survey of public officials with responsibility for performance management. The analysis reveals that employee satisfaction is a primary factor for the effective operation of the performance management system. As such, it is necessary to consider this variable at the implementation stage. Failure to do so may negate the potential positive impacts of the system.