Operation Evaluation And Improvement Research On Performance Management Information System Of Sunan County Taxation Bureau Of Gansu Province

In the 1980 s,Chinese government departments learned the experience and practice of Western developed countries in government performance management,introduced government performance into practice and continuously researched and progressed,and achieved certain results.Nowadays,the wide application of government performance management has promoted the innovation of government management methods and the modernization of governance capabilities,and promoted the construction of the rule of law,integrity,service and innovative government.In 2014,the State Administration of Taxation fully implemented tax performance management.Tax authorities at all levels uniformly used the same operating model,the same management standards,and the performance management information system of the same network platform.The performance appraisal indicators were released from top to bottom,and then reported from bottom to top.Relevant data,forming the same level of performance results comparison and competition.The Sunan County Taxation Bureau of Gansu Province established the work order and network level of the tax performance management information system in 2014.Until2018,the performance management information system of the Sunan County Taxation Bureau has been running smoothly for 4 years,which has played a certain role in practical work.The role of supervision and benign competition,but also shows the problems in the performance management system in the development of standards,indicators quantification,information transfer,results use and platform maintenance.Based on the new public management theory,the wisdom government theory and the performance management theory,this paper uses the balanced scorecard model according to the actual operation of the “Sunan County Taxation Bureau Performance Management Information System”,from organizational management,employeeexperience,basic goals,development.The corresponding performance evaluation index system was designed in four aspects of learning.Through questionnaires and access to archives data,relevant data were obtained to comprehensively evaluate the performance of “Sunan County Taxation Bureau Performance Management Information System Operation”.The evaluation results show that the comprehensive performance of the performance of the performance management information system of the Sunan County Taxation Bureau is mediocre,only the lower standards have been completed,and some defects have appeared in the operation due to certain factors.Among them,the results of “organizational management” performance evaluation indicate that the influence of certain factors in the organization and management process of Sunan County Taxation Bureau is not satisfactory,and sometimes there is a problem of inefficiency;the performance evaluation result of “employee use feeling”indicates that the staff The system's operational attitude is indifferent,enthusiasm is not high,and satisfaction is average;the "basic goal" performance evaluation results show that the system only achieves lower target standards,and there are still some defects in data collection and quantification;"development and learning" performance show that taxpayers and other government departments are not directly involved in the operation,and they have not effectively played the role of tax management informationization and modernization,and may not continue to develop.According to the results of performance evaluation,it is concluded that the performance management information system of Sunan County Taxation Bureau has low participation,insufficient assessment process,low fairness and lack of incentive mechanism.In view of the above problems,combined with the information obtained from the interviews,and drawing on the experience and practices of the Nanhai District Finance Bureau and the Nanjing Procuratorate Operational Performance Management Information System,it proposes to build a performance culture,establish an incentive mechanism,and improve the performance norm system.Develop performance professional talents,introduce multi-party evaluation subjects,and establish information and communication channels.