Research On The Nonfinancial Performance Evaluation Based On Key Success Factors Of Chinese Government Agricultural Management Organizations

As a large agricultural country, China, the "three rural" issues related to the qualityof citizens, economic development, related to people’s livelihood, social stability andnational rejuvenation. As the direct management of the “three rural “, the agriculturalmanagement organization of Chinese government, its performance is good or badrelationship to the country "three rural" issues can be resolved, related to the prosperityof the country. As an important theoretical and practical issue, government performancehas a positive effect for the evaluation of Chinese Agriculture Organizationadministrative capacity and improves performance.At present, the evaluation on the performance of the Chinese AgricultureOrganization, concentrated in the agricultural public investment performance, theperformance of agricultural policy, agricultural economic performance, in recent years,scholars began to study to the organization of agricultural management on the internalstaff, the research evaluation of the overall performance of the agricultural managementorganizations almost in the blank condition. Moreover, most current performanceevaluation system for over-reliance on economic indicators of the phenomenon is veryobvious, this phenomenon inseparable from the long rough development of China. Allmeasured by GDP, led to the current lack of non-financial evaluation system of theagricultural management overall evaluation of the Chinese government organizationalperformance.Firstly, we started from the research background, to clarify the object of study,research and research methods, and then put forward the general idea, on this basis thatthe Institute has theoretical significance and practical significance. Then we literaturereview on the definition of performance, government performance, and domestic andinternational theory and practice situation, summarized, and a summary on the status ofthe Chinese government agricultural management of organizational performanceevaluation. This study combines the key success factors extracted in the research groupbefore60Chinese government agricultural management organizations, throughliterature analysis, structured interviews, and behavioral event interview, according togovernment agricultural management organization with its own characteristics ofscreening, ultimately retained48key success factors. Then, we have prepared "TheChinese government agricultural management organizations critical success factors questionnaire”. We successfully extracted5dimensions which affect the performance ofthe Chinese government agricultural management organizations though SPSS17.0statistical software for effective questionnaire data, exploratory factor analysis. They are:"the administrative capacity and system construction"(including people-oriented, cleangovernment and a responsibility to be investigated for democratic administration,government affairs, the government’s credibility and effective supervision, a total ofeight factors);"modern agriculture construction"(including market regulation, tostrengthen training, system innovation, the overall situation and e-government, a total offive factors);"global control"(seize the opportunity, government learning, policy supplyand macro-control, a total of four factors);"clean government"(including innovationcapacity restrict corruption and equitable distribution of the three factors) andagriculture specific transaction management (including the coercive capacity to importforeign capital, goal-oriented and social mobilization, a total of four factors).Subsequently, the use of SPSS17.0and AMOS7.0confirmatory analysis that result fromthis study has good predictive results. By calculating the weights of each dimensionscore and eventually to build the Chinese government agricultural managementorganization based on the critical success factors for non-financial performancemeasurement model. After discussed the findings on the Chinese governmentagricultural management organizations, non-financial performance measures, we havemade recommendations about it.