Assessing Agency-Level Performance Evaluation Reform in China: Can It Truly Serve as a Management Innovation?

Ye, Lin; Xing, Ni

doi:10.22140/cpar.v7i1.117

Cited by 4 publications

(7 citation statements)

References 35 publications

(40 reference statements)

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“…Furthermore, public officials frequently encounter administrative burdens and red tape that directly influence their perception of government performance evaluation (Bell & Smith, 2022;Stanica et al, 2022). Undoubtedly, the essential usefulness of government performance evaluation ultimately depends on the validity and effectiveness of its performance evaluation system (L. Ye & Ni, 2016). If public officials can perceive the usefulness of the performance evaluation indicator system, they are more likely to embrace and utilize it.…”

Section: Literature Review and Research Hypothesesmentioning

confidence: 99%

The role and influencing factors of government performance evaluation: A test of Chinese public officials’ perceptions in Gaoming district

Yan,

Shang,

Liu

2023

Chinese Public Administration Review

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Government performance evaluation has a long history. However, major differences of opinion regarding its role still exist both in Western and Chinese academia, from theoretical, and practical perspectives. In this article, we conduct an empirical measurement of the role played by government performance evaluation and construct a regression model to explore the major factors influencing public officials’ perception, relying on survey data from a district government of county level in Guangdong Province. The study reveals that the average value of 14 items measuring government performance evaluation was 3.36 points (out of a possible 5 points). The role of the government in setting annual objectives, tasks, and priorities, as well as strategic planning, and target setting, and strengthening departmental accountability, had the most significant effect on the perception of efficacy of performance evaluation, whereas departmental budget setting, resource allocation, and reduction of operating costs had the least effect. Furthermore, performance communication and feedback, as well as the validity of the performance indicator system, also significantly influence the perception of the role played by government performance evaluation. The article concludes with a discussion of the differences between government performance evaluation in the West and in China.

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Section: Literature Review and Research Hypothesesmentioning

confidence: 99%

The role and influencing factors of government performance evaluation: A test of Chinese public officials’ perceptions in Gaoming district

Yan,

Shang,

Liu

2023

Chinese Public Administration Review

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“…Progress on organisational and program performance has been slow, though examples exist (e.g. Niu 2018;Ye and Ni 2016). Nonetheless, the National Development and Reform Commission has been promoting more systematic performance monitoring and evaluation and, as discussed below, China has been at the forefront of experimentation and evaluation to inform national policy development.…”

Section: Performance Management and The Concept Of 'Merit'mentioning

confidence: 99%

Chinese public administration developments and prospects: An Australian (and Hong Kong) perspective

Podger¹,

Chan²

2021

Politics, Policy and Public Administration in Theory and Practice

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“…The former one indicates management innovation emerges through the trial and error of management practice in the innovating organization; the later one indicates the management innovation emerges in vitro through the efforts of academics outside organization (Birkinshaw et al, 2008), such as the Total Quality Management set forth and popularized by Deming, Juran and Ishikawa (Hackman and Wageman, 1995). As management innovation with an explicit objective is mainly driven by internal agents including managers and employers (Hamel, 2006), most of the management innovations are internal-driven type, such as P&G's Self-managed Teams (Birkinshaw and Mol, 2006), Agency-level Performance Management Reforms in Chinese government (Ye and Ni, 2016), Linux's Open Source Development (Hamel, 2006) and the Mix Automobile Assembly Line recently invented by BYDa Chinese automobile companythrough the combing the workers with industrial robots to decreasing maintaining cost of the assembly line.…”

Section: Theoretical Background 21 the Idmi And External-driven Management Innovation (Edmi)mentioning

confidence: 99%

The generation process of internal-driven management innovation in companies in transitional economies

Xue

Zhang

2018

JOCM

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Purpose The purpose of this paper is to analyze how internal-driven management innovation (IDMI) takes shape, which highlights the objective-oriented and problem-oriented property of the innovation. Design/methodology/approach Based on a case study of a new practice called 11X integration strategy in Guangzhou Pharmaceutical Holdings Limited, a Chinese pharmaceutical group in Guangdong province, through applying Grounded Theory the authors get a concise systematic framework of generation process that is more practical and more understandable than the counterparts in current literature. Findings First, this paper uncovers five stages and two parallel sub processes in the generation process of IDMI. The sub processes involves practical exploration process (i.e. primary activities) carried out by the internal change agents and theoretical support process (i.e. support activities) carried out by the external change agents. Second, by adopting a process perspective the authors are able to demonstrate how the different activities in both types of processes are combined over time in an intertwined way. Research limitations/implications First, the case the authors studied is embedded in the context of China’s transitional economy, and the single case study limits us to make comparisons of the generation process of management innovation between different market economies. Second, the external-driven management innovation is still a field untouched. Third, in the research the authors explore the issues of how new management innovation is generated and implemented, but the authors do not systematically research on why different companies exhibit different levels of management innovativeness. Practical implications First, the findings suggest that firms should consciously and systematically invest in IDMI to create sustainable competitive advantage. Second, the process framework provides a clear guidance to the managers in Chinese state-owned enterprises who are engaged in developing or adopting management innovation. Third, the study indicates the managers in Chinese company should be aware of the importance of external change agents to IDMI. Fourth, this study could facilitate the enterprises to develop or adopt management innovation based on their real needs rather than just “jumping on the bandwagon” when adopting certain new management skills. Originality/value This study offers a new generation framework by identifying possible facilitators of IDMI that does not yet exist in extant literatures, and the two sub processes – the practical exploration process and the theoretical support process – deepen the understanding of the generation mechanisms of IDMI. Furthermore, the study contributes to reaching a better understanding of management innovation in the context of transitional economy such as China.

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Assessing Agency-Level Performance Evaluation Reform in China: Can It Truly Serve as a Management Innovation?

Cited by 4 publications

References 35 publications

The role and influencing factors of government performance evaluation: A test of Chinese public officials’ perceptions in Gaoming district

The role and influencing factors of government performance evaluation: A test of Chinese public officials’ perceptions in Gaoming district

Chinese public administration developments and prospects: An Australian (and Hong Kong) perspective

The generation process of internal-driven management innovation in companies in transitional economies

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