논문

New public management has a strong influence over the personnel management
of public servants, for it includes HR innovation such as skill improvement, role
change of public servants, and the introduction of the general public or field
experts to public posts.

Therefore, civil servants put more importance on modern values such as equality,
participation and democracy than the traditional ones such as discipline,
obedience and responsibilities, and they strongly request empowerment.
Additionally, to improve organizational performance, we need to provide public
servants with opportunities to improve their own capabilities, to place them in the
right positions, to improve efficiency of public organizations and to enhance
personal satisfaction with job responsibilities.

To activate personnel interchange between local governments reflecting
environmental changes of personnel administration, we need to develop a method
to perform personnel interchange based on the agreement of public servants and
consequently there should be enforcement measures according to the selected
method. In line with these thoughts, this article discusses the following, focusing
on public servants in Gyeonggi Province:

- Why the agreement of the public servants is needed in personnel interchange

- What are the interchange alternatives, if classified according to the agreement
level of the public servants?

- What are the enforcement measures methods to activate personnel interchange?