It was found out in the study that the officials in the Ministry of Food and Drug Safety (MFDS) consider that the performance-based pay is closely related to their jobs and that it is very important. The results of the research conducted to the public officials showed that they are least satisfied with the performance-based pay and they have many complaints against it. So, this study tries to find out the factors which affect the acceptance of the performance-based pay by public officials in MFDS and what should be done to make it well take root in the MFDS.
To find out what factors make effect on the acceptance of the performance-based pay by the public officials in the MFDS, I conducted the empirical study on the factors affecting the officials there through questionnaire and also studied the literatures related to the performance-based pay. The questionnaire sheets were distributed to the members of MFDS considering the organization of the organization according to the title and positions of the organization. 350 sheets were sent to the employees of head offices and branches(National Institute of Food and Drug Safety Evaluation and 6 Regional Administration) and among them, 338 sheets were collected. For the correlation between the independent variables and dependent variables, the Pearson's product-moment correlation coefficient (r) was used and then the simple regression analysis and multiple regression analysis were used to find out how the understanding of the fairness of the evaluation system, motivation and system affect the acceptance of the system.
The empirical analysis conducted in this system shows the followings on the public officials' acceptance of the performance-based pay.
First, the fairness in the evaluation system and its sub factors such as the recognition of procedural fairness and the distributional fairness were found to have the positive effect on the performance-based pay. This means that any lack in the procedural fairness or distributional fairness cannot enhance the acceptability of performance-based pay.
Second, the motivation and its sub factors such as type of suitability of type and size of incentive, fairness of incentive, result of performance grade and work performance have positive effect on the performance-based pay.
Third, it was found that the understanding of the performance-based pay, and its sub factors such as clear objectives, understanding of procedure and understanding of utilization scope make the positive effect on the performance-based pay.
In this study, one of the most effective factors among the elements affecting the acceptability of the performance was found out to be the results of performance grade and the implementation of work. This means that the public officials in MFDS expected that their performance would be expressed as the result of performance grade and that the results would greatly affect the acceptance of the performance-based pay.
The second factor is that, when compared with the suitability and fairness of the incentive, the proper size and contents of the incentive or the fair result and size of incentive would greatly affect the acceptance of the performance-based pay.
Third, it was found that the understanding of the institutional procedure and its result greatly affect the acceptance of the performance-based pay. This means that the understanding of the performance-based pay by the target people would greatly affect the acceptance of the system.
Based on the results of analysis, the following implications can be discussed.
As shown in the result of the study, the understanding of the system is a factor to determine the public official's acceptance of the performance-based pay. Therefore, prior to the implementation of the performance-based pay, it is necessary to strengthen the system to the public officials. The more positively they think over the fairness of the evaluation system, the more they are willing to accept the system. So, the fair evaluation system should be established in a way that the people can accept. There should be the democratic evaluation system in which every people forms each target entity can participate. It is also important to properly control the size of the incentive and make the payment accordingly. In addition, it is important that the performance of the work is fairly expressed as the performance grade.
Lastly, I suggest the limitation of this study and the orientation of future study.