In this day and age, female workforce is an important meaning in the workforce market as a whole. Women's higher education and increased social advancement have been added to strengthen women's competitiveness, change in women's perceptions, and various government policy efforts across society. As a result, the female workforce is exercising its capabilities throughout society. Public office is no exception. As women entered officialdom, the number of female civil servants increased dramatically.
In this situation, in line with the increase in the quantitative size of female public officials in officialdom, we looked at whether the role and performance of female public officials are reflected in the organization in quality. To this end, a number of prior studies and focus group interviews were conducted for female civil servants of local governments. In addition to prior research, the focus group interviews agreed that the appointment of female civil servants was increasing. However, the reality is that the male-dominated atmosphere of public office still lingers, and women are experiencing difficulties due to less important positions and placement of positions that do not take into account women's life cycles. The wall of reality for female civil servants is still high, with some experiencing glass ceilings in promotion.
The purpose of this study is to study the improvement measures for the appointment system of female public officials of local governments. Effective personnel policy improvement for female civil servants, an important human resource in public office, could further enhance the performance of the organization. It is also to effectively utilize women, which is an important meaning in the workforce market.
In this work, three major improvements are proposed.
First, it is an institutional measure. The Government are trying to foster managers through the female manager appointment target system. Therefore, local governments should also implement the policy together, increasing synergy. It is not much, but the system has shown the government's efforts to foster female managers, and it is necessary to strengthen the function of management and supervision to support the system. In addition, institutional efforts such as the allocation system for female public officials and the establishment of mandatory regulations for female members are needed when forming a personnel committee.
The second is the creation of an internal environment in public offices to improve organizational operations. Work-family compatibility is paramount to women living in this era. It is necessary to establish a personnel system considering women's life cycles, and to create an environment where they can work freely without looking at the flexible work system.
Lastly, it is a measure to strengthen individual capacity. No matter how good the system and organization are, measures must be taken to boost individual competence. We must break away from prejudice against women in public office and the traditional patriarchal and conservative culture of public office. Also, it should be a mutually reliable direction between men and women.
Through these various improvements, various measures should be devised to expand the role of female civil servants and establish themselves as women working together in public offices.