The Study Of Public Servant Appraisal System In Binhai New Area, Maoming, Guangdong

In2012, the Maoming Binhai New Area (referred to MGS) was established to respond the provincial policy of promoting the economic development in Northern, Eastern and Western Guangdong. Considering the large population, backward industries, outdated system and unsubstantial foundation of Maoming, to change the government officials’thought and working style, introduce the result-oriented principle and market awareness, and stimulate the motivation and creativity is of utmost importance in realizing leap-forward development. While the original performance appraisal system cannot meet the requirements of MGS for it follows the national traditional one with characteristics of purpose lacking, subject design unreasonable, equalitarianism tendency as well as appraisal result irrelevant and unfed back. In that case, it is of necessarily to research and reform the system.In addition, with the national policy of supporting the reform of civil servant management system, Guangdong provincial government encouraged freeing minds, reform and innovation for several times, explored advanced civil servant performance appraisal system and transferred outstanding cadres from Pearl River Delta to MGS, which makes the system reform feasible.As a HR manager in the Maoming Port Group and in charge of organizing and planning the reform of civil servant performance appraisal system of MGS, based on fully analyzing the necessity and feasibility of reform, referring to the developed countries’reform experience in the1980s and domestic advanced regions’innovative approaches, using the HRM tools for enterprises, the writer put forward the viewpoint of introducing entrepreneurial spirit, shaping new government culture, managing by objectives, quantifying performance appraisal and formulating the reasonable performance award. On account of the viewpoint, a reform scheme was proposed and implemented in turn, which had brought notable results.According to the writer’s practical work, the assay was divided in six parts. The first part introduced the research background; the second part introduce the theory about performance management and compared the original system with the advanced ones at home and abroad for reference; thirdly, the assay pointed out the system’s shortages, then the solutions in follow; fifthly, corresponding reform scheme and solutions were formulated, and in the last part, the final conclusion was draw combined with the implementation.