A Study on the Development of an Evaluation Framework for Strategic Human Resources Management

Domestic organisations have long experienced confusion by uncritically adopting foreign human resource evaluation systems without sufficiently establishing the necessary cultural and institutional foundations. Representative examples include applying evaluation methods premised on job analysis in the absence of proper job studies, or persistently using evaluations centred on conservative and ingrained characteristics despite competitive environments. Particularly following the foreign exchange crisis, the full-scale introduction of performance-based systems brought abrupt changes to the existing seniority-centred evaluation frameworks. The expansion of new compensation systems, such as annual salary systems and incentive schemes, also brought adverse effects, including diminished teamwork and damaged interpersonal relationships. For such performance-based systems to become firmly established within organisations, securing the fairness, rationality, and reliability of the evaluation system is paramount. This study aims to analyse the operational status of the human resource evaluation system at the Facilities Management Authority (FMA), examine structural issues within the domains of personnel evaluation, internal evaluation, and multi-rater evaluation, and propose improvement measures. By integrating theoretical considerations and findings from the status analysis, it derives alternatives to enhance the validity of human resource evaluation and proposes policy implications for establishing a strategic human resource evaluation system that reflects organisational characteristics and job environments.