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학술연구/단체지원/교육 등 연구자 활동을 지속하도록 DBpia가 지원하고 있어요.
커뮤니티
연구자들이 자신의 연구와 전문성을 널리 알리고, 새로운 협력의 기회를 만들 수 있는 네트워킹 공간이에요.
초록· 키워드
오류제보하기
‘Korea Labor Standard Act’ provides as follow: an employer shall not, without justifiable cause, dismiss, lay off, suspend, or transfer a worker, reduce his/her wages, or take other punitive measures against him/her. There exist underperforming employees in any organization. Change in working conditions in the era of extended retirement age, aging society and low growth is amplifying interest in personnel management of underperforming employees. Besides regular clauses, the Labor Standards Act does not put any special regulation on asking for a “valid reason” of dismissal, concerning underperformance. This study aims to suggest general criteria through analyzing precedents related to dismissal on the grounds of personal capability. Precedent classifies legitimacy of dismissing underperformers as an ordinary dismissal and the legal precedent was built based on it. However, it is the reality that legal precedent is inconsistent and concerning criteria is abstract.
Therefore, companies consider dismissal of underperformers as a disciplinary. Also, companies prefer to induce or impose employee’s involuntary retirement, such as advice to resign and voluntary resignation. Rather than approaching dismissal as a goal in managing underperformance, it should be switched into an active way, such as cut of wage, manpower arrangement and development of employees’ competency. There should be legal and reasonable approach or consideration on evaluation of underperformance, criteria upon selecting underperformers, giving chance to improve underperformance, decision on dismissal. Especially, criteria and method of judging underperformnace needs rationality, fairness, validity and procedural impartiality. Companies should put efforts and supports to avoid dismissal by training, giving tasks and supporting career move to underperformers. Even though the company stands in a position of inevitable dismissing underperforming employees, the fair comparison should be considered, concerning employment retention and management situation, while legal principles being procedurally followed and used as a last resort.
Therefore, companies consider dismissal of underperformers as a disciplinary. Also, companies prefer to induce or impose employee’s involuntary retirement, such as advice to resign and voluntary resignation. Rather than approaching dismissal as a goal in managing underperformance, it should be switched into an active way, such as cut of wage, manpower arrangement and development of employees’ competency. There should be legal and reasonable approach or consideration on evaluation of underperformance, criteria upon selecting underperformers, giving chance to improve underperformance, decision on dismissal. Especially, criteria and method of judging underperformnace needs rationality, fairness, validity and procedural impartiality. Companies should put efforts and supports to avoid dismissal by training, giving tasks and supporting career move to underperformers. Even though the company stands in a position of inevitable dismissing underperforming employees, the fair comparison should be considered, concerning employment retention and management situation, while legal principles being procedurally followed and used as a last resort.
목차
Ⅰ. 문제의 제기
Ⅱ. 현행법상 해고의 정당성 판단기준
Ⅲ. 통상해고의 정당성 판단기준과 공정인사 지침의 기능
Ⅳ. 업무저성과자에 대한 해고의 정당성 판단
Ⅴ. 결론
참고문헌
Abstract
참고문헌 (27)
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UCI(KEPA) : I410-ECN-0101-2019-360-001214762