Study On The Relationship Of Civil Service’s Reflect Incentives, Reflect Performance And Self-management

Reflection has a crucial bearing on self-cultivation since ancient times. A proverbfrom Master Zeng saying “Self-introspection should be practiced on a daily base”reveals the significance of self-introspection and the influence of our solid culturaltradition on this generation. Some scholars pointed out that the ability ofself-introspection and self-management has been one of an important personal quality toachieve for current civil servants. Civil servants at the grass-roots level is on theforefront of state administrative management and service and in charge ofadministrative management implementation and public service provision. With thecontinuous negetive reports of some civil servants’ quality recently, will civil servantshave a self-introsepection, and what may invoke civil servants to have a correctassessment and reflection of their own work performance and work capability? Basedon these questions, this dissertation will focus on the research of factors spurring civilservants’ self-introspection, the results of their self-introspection, as well as therelationship between self-introspection and self-management.This dissertation, based on national and international related researches and usingscientific research methods, has made3researches with6phases. The3researches are:(1) probe into the self-introspection incentives, self-introspection performance, and thecurrent situation and characters of self-management;(2) probe ino the relationshipamong self-introspection incentives, self-introspection performance andself-management;(3) propose some countermeasures to improve self-introspectionperformance and self-management ability. The researches show that:①The self-introspection incentives of civil servants at the grass-roots level mainlyinclude social doubts, frustrated incentive, poor performance, low efficiency, andconflict of interpersonnal relationship. The self-introspection incentives have characterssuch as diversity, high consistency, practicalness, universality, difference, etc.②The self-introspection performance of civil servants at the grass-roots levelmainly includes the attitude change and proformance improvement. The overallself-introspection performance is good and it has both dominant effect and recessiveeffect.③The self-management ability of civil servants at the grass-roots level is abovethe overall level, and still has room to be improved. From the highest to the lowest, their scores of self-management abilities are: task completed on time, working environmentin order, goal orientation, and work concentration.④The self-introspection incentives of civil servants at the grass-roots level havenominantly positive effect on their self-introspection performance.⑤The self-introspection incentives of civil servants at the grass-roots level havenominantly positive effect on their self-management ability. Frustrated incentives canpredict the goal-oriented of self-management, the punctuality of task completion, andorderliness of working environment; the low effeciency can predict the workconcentration and punctuality of task completition; poor performance and conflict ofinterpersonal relationship can predict the orderliness of working environment; however,social doubt has no prediction on any dimention of self-management.⑥The self-introspection performance of civil servants at the grass-roots level hasnominantly positive effect on their self-management ability. The attitude change has apositive impact on goal orientation, punctuality of task completion, and orderliness ofworking environment; the performance improvement has a positive impact on workconcentration.⑦To boil it down, the self-introspection incentives and self-introspectionperformance of civil servants at the grass-roots level can impact the self-managementability positively, and motivate civil servants to change their self-managemnet behaviorin order to improve their self-management ability.