Performance Management in the Government of the People's Republic of China: Accountability and Control in the Implementation of Public Policy

This article examines how the Chinese government came to endorse the concept of performance management, and analyses the experiments with performance management since the early 1990s (mainly at the local level). The incentives are examined, especially the performance-based reward and promotion syste...

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Bibliographic Details
Published in:OECD journal on budgeting 2010-01, Vol.2010 (2), p.7-34
Main Authors: Bums, John P, Zhirenm, Zhou
Format: Article
Language:English
Subjects:
China (People's Republic)
Citizen participation
Civil service
Classification
Management
Public policy
Public services
Online Access:Get full text
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Summary:This article examines how the Chinese government came to endorse the concept of performance management, and analyses the experiments with performance management since the early 1990s (mainly at the local level). The incentives are examined, especially the performance-based reward and promotion system. The article discusses China's experience with performance management in various sectors, including organisational restructuring and human resource management in the civil service, performance and results management and the "objective responsibility system", and the attempts to improve accountability and performance in the delivery of public services. Citizen participation in performance management is also examined, and case studies of local practice. JEL classification: H110, H790, L230, L380. Adapted from the source document.
ISSN:1608-7143