Public sector performance management

Author: Book Writing Group
Publisher:
Publish Date: 2004-01-01
Features: As MBA fever swept the globe and was still on the rise, a brand-new concept—MBA—was gaining renewed prominence. However, millions of workers in government and other public sectors were left yearning to enter the door, hindered by enrollment requirements, funding constraints, or time limitations. To address this yearning, we organized the writing of this MPA Core Course Self-Study Series, helping you bring the MPA classroom to your home. Public Sector Performance Management is one such book.
We know that the development of public sector management has a history spanning over 100 years. Although the focus of lectures has varied across different periods, one fundamental goal has remained constant: improving performance (or, to put it differently, efficiency and effectiveness). This underscores the importance of public sector emphasis on performance, its implementation, and the promotion of performance management.
Looking at the international scene, since the 1970s and 1980s, governments worldwide have increasingly prioritized performance as a key objective. The United States took the lead by launching a performance management movement, issuing the Government Performance and Results Act and the Performance-Based Organization Act. Countries like the United Kingdom and New Zealand also adopted performance management initiatives. Performance management became a focal point of public sector reform.
In contrast, the domestic situation in China raises concerns: talent drain, low management efficiency, and corruption issues. Yet, the trend of global economic integration is unstoppable. Since joining the WTO, China must navigate the new century and its challenges. While China can say "no," what matters more is its ability to say "yes." How can China prove its capability? We believe that establishing and promoting performance management in the public sector will be a crucial step.
Regarding how to implement performance management, Public Sector Performance Management provides detailed explanations. In summary, the book consists of eight chapters, with the first two focusing on theory and the last six on practical applications. These latter chapters cover the establishment and promotion of public sector performance management, including conceptual frameworks, characteristics, implementation methods, and the foundation and models of performance management.
From Chapter 3 to Chapter 5, we emphasize the formulation of performance management plans and the application of performance management models. Chapters 6 to 8 explore the role and operational methods of performance management in departments such as industry, finance, taxation, and human resources.
It is worth noting that in the analysis process, the book employs scientific and standardized language to provide meticulous guidance for self-learners, aiming to equip them with the knowledge of public sector performance management and the ability to apply it in practice. Public sector performance management is an interdisciplinary and cutting-edge field that reflects modern technological advancements, particularly in the social sciences, and holds vast potential for development. It plays a significant role in advancing socialist modernization and scientific management.
Therefore, during the writing process, we adhered to the principles of simplifying professional theory, making teaching content accessible, and ensuring authoritative doctrines are actionable. This approach aims to cater to the needs of civil servants and other aspiring MPA self-learners, allowing them to effortlessly complete the core self-study courses and become outstanding talents in public sector performance management.