공기업 BSC 시스템 구축 및 운영 사례연구: 한국광물자원공사를 중심으로

This case study reviews a historical adoption process of the performance ma- nagement system based on balanced scorecard(BSC) in Korea Resources Corpo- ration(KORES) and analyzes its operational results. Even though Korea Resources Corporation had adopted first the performance management system based on the BSC concept in 2000, it started to have a substantive effect after KORES inte- grated its performance management system into IT based BSC in 2006. Through implementation of real-time monitoring system and enhancement of acceptance of Key Performance Indicators, KORES was able to improve achievement of its strategic goal. However, there are several issues to overcome: a weak relationship between the performance evaluation results and their compensation, excessive numbers of Key Performance Indicators, and the employees’ tendency to lower their achievement goals. * Professor, College of Business Administration, Sogang University ** Manager, Performance Management Team, Korea Resources Corporation *** Professor, College of Business and Economics, Hanbat National University Several suggestions for the KORES to improve its performance management system are as follows. First, KORES needs to build strategy-focused organization and create the organizational cultures in which employees are willing to accept the performance management system. Second, KORES needs to benchmark a suc- cessful case of leading public or private organizations to enhance the accepta- bility of employees on the results of performance evaluation process. Third, KORES needs to adopt stretch goal system as an positive incentive system. Finally, Korea Resources Corporation needs to keep in mind the fact that objectives of Governmental performance evaluation system do not necessarily have to be consistent with those of its own BSC performance management system.