Study On The Problems Of Annual Examination Of Civil Servants

With the continuous development of public management, human resourcemanagement theory, civil servants annual assessment methods are graduallyoptimized, quantitative assessment become the mainstream trend, and has been fullypracticed in all localities and departments. Compared with purely qualitativeassessment, quantitative assessment is more objective and intuitive, and theexamination results should be more valuable its long-term management of the civilservice, but in the specific implementation process, there are still some problemswhich impact the objective and scientific nature of quantitative assessment to besolvedAnnual quantitative assessment of the provincial cities of the Secretary in avertical system started early, has integrate system, and its typical nature was praisedby higher authorities and provincial Organization Department for many times. On thebasis of systematic summary, in accordance with relevant state regulations onmanagement theory and the annual assessment of the civil servant, this paper deeplyanalyzed the outstanding and universal problems in annual assessment and tried to putforward some measures.In current situation of annual assessment, the main problems are: stress on formsand underrate substance, stress on quantitativeness and underrate qualitative-ness,stress on results and underrate processes and so on. There some flaws in democraticevaluation itself, personal relation ticket can not be completely avoided, a lot outtickets phenomenon exist, and simple weighted evaluation in democratic ticket resultsin its loss of strong representation. Ignoring comprehensive analysis of workperformance and one-sided emphasizing lopsided on democratic evaluation results notfully reflecting performance-oriented in the annual assessment; not introducingpublic service targets and evaluation results in an incomplete subject of assessment;annual appraisal process ends with assessing results of the assessment and followingresults output of assessment and performance coaching does not in place.many reasons cause the above problems, the first is that the leaders and personneldepartments can not grasp fully the theory and technology of public sectorperformance management, the second is the foundation of related work is not solid,and is lack of necessary accumulation of information and data, the third is theattended evaluation staff are difficult to fully justly score the assessment objectbecause of social cultural and environmental factors.In the perspective of public sector performance management theory, we shouldresolve issues as followings. One is that analyzing work performance in-depth tocombine quantitativeness and qualitative-ness; two is that introducing externalevaluation and actively absorbing the comments from service object; three is thatusing calculating standard scores method, simple effectiveness method, extremedata truncation method, AHP to effectively filter effect of non-democratic evaluationof objective factors in order to achieve the purpose of enhancing the quality ofdemocratic evaluation; four is that combine work performance analysis anddemocracy evaluation to build two dimensions quantify scoring ways to make resultsof the annual assessment more scientific; five is that Elongating management chainof annual assessment and do earnestly performance coaching in order to achieve thepurpose of increasing theory of civil servants...