Achievements and problems of performance management in Sichuan national tax system

Abstract: performance management originated in the United States in the 1970s, with the development of western countries? New public * * * management activities? Since 1990s, it has been gradually introduced to China. The goal of government system reform is to pursue the improvement of performance. Therefore, governments all over the world regard government performance evaluation as an important political activity. The party's report clearly points out? It is necessary to innovate administrative management methods, improve government credibility and execution, and promote government performance management? . The tax department is an important public department of the country. 2065438+In July 2003, Wang Jun, director of State Taxation Administration of The People's Republic of China, presided over a special meeting on performance management, which officially launched the pilot work of performance management in the national tax system. On July 20 14, performance management was formally implemented in the national tax system. The implementation of performance management has effectively improved the efficiency and quality of tax work. But there are also some problems that need to be improved.

Keywords: performance management; Grass-roots national tax

First, the implementation of performance management since the effectiveness analysis

Generally speaking, by promoting performance management, the foundation of national tax business management has been further consolidated, the level of administrative management has been effectively improved, and all work has achieved quality improvement and efficiency improvement. Sichuan province has made great achievements in this great wave of performance management.

First, it has promoted the implementation of work objectives. The objectives and tasks of the province's national tax work will be decomposed layer by layer, implemented in departments, implemented at the grassroots level, implemented in specific positions, and implemented in every tax official. By objectively and fairly evaluating the work performance of departments and employees, the performance management office comprehensively grasps the operation status of each work and each process, and regularly reports, so that both the evaluator and the evaluated can keep abreast of the completion of work items, realize timely communication and feedback of information, ensure the integrity and interactivity of performance management, and play a good role in promoting grass-roots units to better implement the objectives and tasks determined by superiors.

The second is to improve the quality and efficiency of tax collection and management. Transform the work ideas, work priorities and overall deployment of the superior and the whole system into specific operational, monitorable and assessable management indicators. All departments and grass-roots units of the Municipal Bureau shall, in accordance with their respective functions and authorities, do a good job in implementation and promotion. In the process of implementing the performance plan, it is necessary to strengthen the summary of the performance and effectiveness of grass-roots units, pay attention to checking problems and deficiencies, and find management loopholes and weak links by checking problems and analyzing reasons. Inform all units and departments of the assessment results every month, urge them to establish rules and regulations, actively rectify and standardize management. The overall quality index of tax collection and management has been steadily improved, and the accuracy of tax law enforcement has reached 99%.

The third is to improve the level of tax service. Around? Operation Spring Breeze? The goal of performance appraisal and the goal of building a good tax service environment will make grass-roots tax bureaus become entities that directly serve taxpayers. It has effectively solved the problems of slow tax payment, difficult tax payment and long tax payment, and has been widely welcomed by taxpayers. 20 15' s fourth quarter tax service satisfaction survey results show that tax service satisfaction has increased from 79.9% in 20 14 to 86.4%, which is also the next step? Camp reform? After the expansion, the number of national tax administrators doubled, and the tax service environment was prepared in advance.

The fourth is to activate the work enthusiasm of grassroots tax personnel. Through the establishment of a performance evaluation system, specific requirements are put forward for the responsibilities, tasks, ideological style, professional skills and work quality and efficiency of cadres and workers in the whole system, and the work direction is clear, so that the majority of tax personnel have goals, responsibilities, pressure and ideological motivation, and have practical actions in improving ideological and political quality, enhancing professional skills and fulfilling post responsibilities. It also stimulated the enthusiasm of cadres and workers to study hard, standardize management, optimize service and strive for the first place, which played a good role in improving the quality of the staff.

Second, the main problems in current performance management

(A) ideological understanding is not in place, and the degree of participation in performance management is not high.

Because performance management is a top-down job, the level of understanding is gradually reduced. Influenced by traditional management ideas, the performance consciousness of grass-roots national tax staff is still relatively weak and has not fully accepted the new management ideas. In addition, due to the particularity of the nature of the civil service department, the awareness of the performance management scheme of the enterprise model is not high and the acceptance range is limited. In terms of participation in performance management, there are still a large number of people who generally or less participate in the formulation of performance management indicators; In the early stage of performance management, in order to achieve a smooth transition with the previous work, the formulation of performance plan indicators mainly refers to the tasks of superiors and the work objectives of the same level, without in-depth understanding of grassroots work and the opinions of grassroots staff. Cadres' participation in performance management is low, and the rationality of performance indicators needs to be further improved, which is prone to the disconnection between index formulation and index implementation.

(2) The role of promoting work and mobilizing the enthusiasm of cadres needs to be improved.

From the perspective of promoting work and mobilizing cadres' enthusiasm, some people still think that performance management has little effect and the positive effects brought by performance management need to be investigated. From the perspective of work division, it shows a downward trend step by step. General cadres think that performance management has no effect or the highest negative effect, but there are also many views that performance management? Increased the burden on the grassroots, is there a negative effect? Undoubtedly, the existence of this view is far from the original intention of implementing performance management, which deserves our deep consideration.

(C) performance management indicators need to be scientific

The current performance management evaluation index is evaluated under the framework of Performance Management Version 3.0 issued by State Taxation Administration of The People's Republic of China 20 15. The evaluation index is large and complete, which seems to be the same, ignoring different performance goals at different levels and lacking hierarchy and flexibility. At the same time, some indicators are too theoretical and inconsistent with the actual work, and the responsibilities of performance indicators are unclear and easy to be blurred. Performance appraisal pays more attention to results than process, lacks incentive mechanism and the application of performance appraisal results, and performance goals cannot be effectively matched with national strategic goals. These performance appraisal indicators need to be optimized.

(D) Personal performance management system needs to be improved.

At present, the operation of performance management rarely involves personal performance management. Because of the particularity of civil servants, they will naturally face many practical difficulties in performance appraisal. There are still many blind spots in the setting of personal performance evaluation indicators, which need to be balanced in the dimensions of job completion, ability and attitude, job responsibilities, reward and recognition. Moreover, different age groups have different emphasis on performance indicators. Leading cadres or team members pay more attention to job completion, while young people pay more attention to ability requirements. Therefore, it is urgent to establish a scientific and complete personal performance evaluation index system.

Third, suggestions to improve performance management

Performance management is a systematic project. In the implementation, we should closely combine the characteristics of the national tax department and the existing management methods, boldly learn from the effective practices of enterprises and other organizations, flexibly apply modern performance management theory, and establish a scientific performance management system.

(A) to strengthen the ideological understanding of performance management

The tax department can strengthen the education and training of performance management, eliminate cognitive obstacles and establish a correct concept of performance management. Through internal publications, brochures, billboards, training, meetings and other means, we will intensify publicity and education, so that employees can establish new performance management concepts, fully grasp the connotation, processes and methods of performance management, familiarize people at different levels with their role positioning, and let the performance management concepts take root in their working environment. The soil for cultivating performance culture. When introducing the performance management system, we must combine cultural construction and consciously create a cultural environment conducive to the survival of the performance management system. Create a performance-oriented grass-roots national tax culture and gradually get rid of those who can't offend? Good people? Culture and? More seniority than ability? Culture, so that the concept of performance is deeply rooted in the hearts of the people, and management is implemented fairly.

(2) Strengthen personal performance evaluation and improve supporting management measures.

As a part of human resource management, performance management is inseparable from the development of overall human resources and the improvement of incentive mechanism. Grass-roots tax departments must carry out systematic human resource management from a strategic perspective, establish training and development, hierarchical management, job matching, career planning and other systems, and scientifically and reasonably formulate individual performance appraisal index system, so that performance management and other links of human resource management can be linked and promoted each other. At the same time, in the case of relatively perfect performance management, improve the informatization degree of performance management and make performance management easier.

(C) to further optimize the use of performance appraisal results

First of all, we should strengthen the analysis of the evaluation results. After the performance appraisal, analyze the performance according to the appraisal results, and make a performance improvement plan on this basis, track the rectification situation in real time, sum up the experience and practices, carry out special investigations, and find out the methods and ways to solve the problems. By establishing? Did you find the problem? 、? Solve the problem? 、? Prevent problems? Performance self-improvement mechanism to achieve all-round progress. The second is to improve the incentive mechanism of performance management. Further expand the application field of performance evaluation results, improve the evaluation incentive mechanism, and link the evaluation results with the evaluation of cadres and workers and the selection of cadres. Through the evaluation and encouragement, the gap between cadres and workers will be appropriately widened, and the outstanding ones will be given enough rewards economically and politically, so as to effectively achieve the purpose of encouraging the advanced and urging the backward, and fully mobilize the enthusiasm of all employees.

(Author: 1. Sichuan University; 2. Chongqing Guo Rui Holding Group Co., Ltd.; 3. Chongqing Yue Long Consulting Management Co., Ltd.

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