@article{oai:sucra.repo.nii.ac.jp:00016908,
 author = {禹, 宗杬},
 journal = {社会科学論集, SHAKAIKAGAKU−RONSHU (The Social Science Review)},
 month = {},
 note = {This paper investigates the characteristics of performance management in the Korean banking industry, especially focusing on the case of K Bank which is one of the top-ranked banks in Korea and has led in introducing the ‘American-style’ management techniques and compensation systems. The characteristics found in the case can be summarized as below: K Bank installed KPI (Key Performance Indicators) as the performance management tool after the economic turmoil of 1997-98. It tried to break down KPI into individual goals and to link them to individual compensations. However, the attempt did not succeed because the employees were too familiar with the seniority-based pay to approve the individual wage differential generated by individual KPI measurement. As a result, K Bank depends not on individual motivations but on branch managers’ leadership for carrying out the performance management. This situation
shows the inertia of institutions in that intrinsic HR practices disturb the permeation of
world-wide performance-based strategy/organization trend., text, application/pdf},
 pages = {105--127},
 title = {韓国銀行業の成果主義の現状と特質 : K銀行の事例を中心に},
 volume = {125},
 year = {2008}
}