Study On The Performance Management Of Administrative Organs Issued By County - Level Governments

Since the1990s, under the influence of the new public management theory and practice ofgovernance in western countries, the Chinese governments at all levels actively explore themodel innovation of government performance management to promote governance efficiency.Local Government is the main provider of public services in the region, as an agency of countygovernment, the performance status of neighborhood office has direct impact on the capacity ofpublic services supply in the area.Using Dezhou City Guangchuan Street office as a case study, thesis explores performancemanagement problems of the agency of county government and proposes optimization strategies.Integrated the use of literature research, case studies, empirical analysis and other methods,relying on the performance management theory, thesis makes case study analysis and seek theperformance management problems of Guangchuan Street office. By introducing the BSC, thesisdesigns performance management system for Guangchuan Street office. Based on case studies,thesis tries to discuss the agency of county government performance management problems andoptimization strategies, from the perspective of legislation, assessment body, the use of theevaluation results of the use, the feedback and performance improvement, thesis discusses theestablishment of index evaluation model and closed-loop performance management.Studies suggest that the existing performance management system in Guangchuan Streetoffices has advantages and characteristics that deserve to learn, and particular in: Instead of onlyfocusing on economic indicators, Performance evaluation index changed as multi-dimensionindex that include economic, political, social, and environmental context; Instead of onlyfocusing on the externality of government behavior, Performance evaluation index changed as acombined index that establish a logical link between the internal behavior of authorities and theinfluence of external performance, and shift the attention from status quo to the potential oforganization.Performance management problems in Guangchuan Street office as follows: First concernsthe performance strategic goal setting of the organization, Guangchuan Street officeorganizational strategy is based on higher levels of government-oriented performancemanagement system, through the grasp of district development strategy, positioning developmentgoals of street district. This kind of higher levels of government-oriented performancemanagement system will led to the focus of the completion of the superior assigned tasks. Withthe scarcity and limited resources, this will inevitably result in the weakening of public servicesand insufficient supply. Second concerns the setting of performance indicators, there is a tendency that pursuit of co-ordination while too much emphasis on the economic indicators,there is also problem that the proportion of qualitative indicators and quantitative indicators haveirrational allocation. Appraisal is currently focused on economic indicators, and Guang ChuanStreet office as district government dispatched organization has to accept the assessment fromsuperior, thus a large number of measure index refer to economic status such as the constructionof financial resources, fixed assets investment, industrial economic upgrading and restructuring,the modern service and its development etc. The bias of Qualitative assessment often trapped theassessment into the condition that rely on impression and feeling and turns up horns effect. Thebias of quantitative assessment often trapped assessment into the condition that excessive pursuitof numbers rather than a comprehensive measure of the coordination of the development of theeconomic, social and environment. Third concerns one-dimension single assessment body.Guang Chuan street offices focus on the importance of superior’s appraisal process andself-assessment, and lack of public participation and assessment. Therefore, on the whole, it stillbelongs to the internal assessment system of government department. Fourth refers the lack ofincentives to use the performance evaluation results. Compared with enterprise performancemanagement, performance appraisal in sub-district offices are always difficult to link withsubstantial economic incentives or job promotion. Wages are relatively fixed and stable, eventhere is a part of the assessment bonuses, there is rare incentives tied actually. Judging from theposition and rank, civil servants of street office stays in the most basic level, thus there is verylimited personal promotion space. Fifth concerns the lack of performance improvement stage,Guang Chuan Street office did not effectively use the results of the performance evaluation, andthe use of assessment results identified only as a sense of personal honor or reward, and also didnot conduct performance feedback interviews or other communication. So it is still in theposition of traditional performance appraisal, because it considers the performance appraisal asthe end of the management, rather than fulfill the re-adjust organizational strategy and personalgrowth.After the introduction of the Balanced Score card performance management and finish theoptimized design of Guang Chuan Street office, the paper proposed the optimization strategy forperformance management of urban neighborhood offices: firstly, making clear definition ofurban neighborhood offices and its functions, positioning performance management legal first,perfect the internal rules of performance appraisal system, and form the effective accountabilitymechanisms, promoting organizational performance improvement. The second is to establish a“inside-outside”index evaluation system, street offices should give full consideration of theresource constraints to different jurisdictions, combined with the overall planning strategy of superior government, and identify development vision of organization within certain period.Meanwhile, in the design of evaluation, we should take full account of its Stakeholders, the taskorientation and decomposition. Finally, you need to pay attention to organizationalcommunication and the senior leadership in advancing performance management.