A Study Of The Competence Level Administration In G Office, SAT

With the development of the economy, our government is increasingly trying to pushforward the tax reform, which gives the tax authorities and general tax officials higherrequirements. How to further to dig up the potential of human resources in the grass-roots taxdepartment, promote taxman’s work motivation, and drive forward the continuousdevelopment of tax, is an inevitable and important subject in the practice of tax work.In recent years， in order to improve the personnel system, regulate the behavior ofadministration and tax law enforcement, G Office, SAT fought with great courage against thetraditional cadre management system. This paper chooses competence level administration inG Office, SAT as the research object, and conducted a literature study depending on the taxauthorities’ competence level administration. Standing in the grass-roots tax department’spoint of view, the paper analyzes and evaluates the exploration and practice of the competencelevel administration in tax authorities. Meanwhile, combining with characteristics and effectsof competence level administration, this paper also deeply analyze s the existing problemswhen tax authorities carried out the co mpetence level administration, demonstration analysis.The main methods of research in this paper are theory analysis, positive analysis andcomparative analysis.Based on deep analysis of the problems and shortcomings of the tax authorities’competence level administration，this paper proposes suggestions and the practice strategieson competence level administration from both macro-and micro-aspects. From a macro pointof view，to strengthen the theoretical exploration is the foundation, to improve some relatedlaw and regulations system is the prerequisite, and establish legitimacy for competence levelallowance is the guarantee. From a micro point of view， firstly, to improve people’sknowledge about the competence level administration. Secondly, to assess their level oftaxman’s competence scientifically and fairly. Thirdly, to conducts the post ability-matchinganalysis dynamically. Fourthly, to establish the modern performance management. Fifthly, tostrengthen follow-up management of competence level administration.