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论文编号：	2775
作者编号：	2120082245
上传时间：	2010/11/30 11:32:03
中文题目：	天津滨海新区Ｓ管委会公务员考核绩效研究
英文题目：	The Research on Performance Appraisal of S Administrative Commission of Tianjin Binhai New Area
指导老师：	袁庆宏
中文关键字：	公务员 绩效考核 优化
英文关键字：	civil servant performance appraisal optimization
中文摘要：	绩效考核最早起源于西方国家的文官制度。英国于19世纪开始考察公务员绩效，逐步建立了重表现、看才能、讲实效的考核制度。之后，其他国家纷纷对其进行效仿，相继出现了形式各样的文官考核制度。20世纪70年代，西方掀起了“新公共管理运动”，旨在通过对公务员考核的完善解决财政危机、信任危机、和管理危机这些困扰政府多年的问题。就现有考核制度归纳而言，绩效考核的共同特征是将工作实绩作为考核的最为重要和根本的内容，同时对德、能、勤、廉等进行全面的考察，并将考核结果作为依据，确定公务员的晋升、奖惩和培训事宜。作为国家行政执行的主体，公务员的绩效水平直接决定着整个国家管理经济、政治、社会的水平，也代表着国家运营效率的高低和形象。鉴于此，各国将对公务员的考核纳入核心公务员管理和执行力建设的核心。对公务员进行考核可以提升政府工作效率，有利于解决民生问题、开展经济建设、进而构建和谐社会。 近些年来，我国开始对重视对公务员的考核，各级政府因地制宜地做了公务员考核的改良和尝试，积累了宝贵的经验。《公务员法》的出台进一步健全了我国公务员管理的法律体系，为各级政府考核本部门公务员提供了重要的法律依据。然而，由于我国公务员考核、管理制度起步较晚，对公务员考核在理解和认识上不够准确、体系设计上存在欠缺，执行力度上不够坚决，结果往往是公务员绩效考核流于形式，无法发挥预想的效能。 本文以天津滨海新区S管委会为例，研究、分析公务员绩效考核。该单位作为改革开放的前沿，在经济建设上取得了巨大成就，在人事管理上也有一定的创新。但就现行考核实际来看，仍存在体系设计不合理、注重定期考核而非平时考核、信息沟通不畅、考核结果利用不充分等情况和问题。这些都限制着绩效考核效能的发挥，亟待解决。因此，文章通过对S管委会的深入调查研究、结合西方公务员考核理论和实际经验，分析现行制度有待改进之处，并有针对性地提出完善考核制度设计、优化考核内容、规范考核程序、充分利用考核结果等多方面的措施。希望与大家一同分享、讨论，为提高工作效率、在天津滨海新区乃至更广阔的层面上建设高水平公务员队伍献计献策。
英文摘要：	Performance appraisal originated from civil servant system of western countries. UK broke the ice in 19th century to bring in appraisal system into civil servant organizations, focusing performance, talents and efficiency. Other western countries follow UK’s footprint and established their appraisal systems respectively afterwards. In the 70s of 20th century, “The New Public Administration Movement” was raised in the western world, targeted to solve financial crisis, trust crisis as well as management crisis, which had puzzled governments for long period of years. Generally speaking, all appraisal systems mentioned above share common characters: performance and achieves are regarded as the most important and fundamental indicator, and conduct a comprehensive study of morality, ability, diligence and honesty. The appraisal result is also fully used as the evidence to civil servants’ promotion, reward & punishment, training and other respect. As the main body of the country’s executive force, civil servants’ performance directly determines the administration level of the country in terms of economy, society, politics, operation efficiency and image. Therefore, all countries regard civil servant appraisal as the core content of civil servant management and executive force construction. An effective appraisal system is very helpful to improving citizen’s living situation, developing economy and constructing a harmonious society. In recent years, China started to attach great importance to civil servant appraisal, governments of different levels made many positive innovations upon local civil servant appraisal in accordance with their own characteristics, as a result, abundant experience was accumulated. The law of civil servant offers great support in regulation field to civil servant appraisal in all levels of governments. While, since China start to focus on civil servant management and appraisal late compared to developed countries, people’s understanding on the appraisal are not accurate; imperfections are in existence in system design; execution is not fully fulfilled; the civil servant appraisal is usually regarded as a form rather than an important content. Accordingly, the real function of the appraisal falls far behind people’s expectation. This paper takes S Administrative Committee of Tianjin Binhai New Area as example, takes research on its civil servant appraisal situation. This specific government is a pilot organization in China’s opening up, made great achievements in economic field as well as innovations on civil servant management. However, if we judge the real functions of the management, there are still many problems like improper design in system, imbalanced focus on periodic assessments rather daily assessment, inefficient reflection on appraisal result ect. All these problems limit the function of the appraisal, solutions are needed badly. Hence, this paper conducts thorough survey and analysis on S Administrative Committee, makes full use of theories and experience in western countries, detects the points to be improved. Accordingly, a whole set of solution including measures and advice covering key respects of system design, indication confirmation, process standardization, feedback usage ect. It is more than welcome to have discussion, sharing with readers, so as to offer more constructive suggestion on constructing high level civil servant team in Tianjin Binhai New Area or even on higher and broader level governments.
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