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A Study on the Social Responsibility Performance and Influencing Factors of Regional Public Corporation
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지방공기업의 사회적 책임 성과와 영향요인에 대한 연구

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Type
Academic journal
Author
Jung Sung-Hwan (지방공기업평가원) Jong Keun Kim (서울여자대학교)
Journal
한국경영컨설팅학회 경영컨설팅연구 경영컨설팅연구 제21권 제4호 KCI Accredited Journals
Published
2021.11
Pages
397 - 407 (11page)

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A Study on the Social Responsibility Performance and Influencing Factors of Regional Public Corporation
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In the case of public institutions with a large proportion of public interest projects, social responsibility is very important in management because of their large responsibility for social and economic revitalization at the national level. However, emphasizing social responsibility activities that serve the public interest in public enterprises whose basic goal is to pursue public interest may be less motivational for organizational members. This requires a management approach to social responsibility and public companies should perform social responsibilities in terms of performance management. To this end, this study sought to identify the performance level of social responsibility in terms of performance management and derive major influencing factors on the performance of social responsibility by utilizing the evaluation values of legional public corporation. The following research results were derived by utilizing the management evaluation values of all 151 local public enterprises. First of all, among the seven detailed indicators, all of them showed above-average performance except ethical and eco-friendly management, while the socially disadvantaged showed the highest level, while the eco-friendly management index was the lowest. Next, if you look at the analysis of factors that affect social responsibility, systematization of management systems such as organization management, personnel management, and financial management is important to improve social responsibility performance, and 14 levels of compliance with public companies have a positive impact on pro-social performance, including customer and resident participation. Based on these findings, several implications can be derived. First, a discriminatory approach to social responsibility was made on a methodological level. Second, utilizing the management evaluation index system of legional public corporations provided an opportunity to identify the structure of the overall evaluation index based on the relationship between evaluation indicators from an integrated perspective. Third, the results of this study can be used as a guide to performance management of social responsibility, which is the original purpose of the management evaluation system. Finally, from an integrated perspective, management of other performance indicators related to social responsibility performance could be considered together.

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