Research On Digital Performance Of Grassroots Tax Cadres

Since the 19 th CPC National Congress,General Secretary Xi Jinping and the CPC Central Committee based on the new historical position of the national economy and society entering a new era,repeatedly put forward to strengthen performance management and cadre assessment requirements.The Party Committee of the State Administration of Taxation has been exploring and practicing digital personnel management cadres since 2014,and has been fully operating in the national tax system since 2019,aiming to improve the performance management of civil servants through tax practice.In this paper,taking the Tax Bureau of Zone B as an example,the author has studied and comprehended the relevant systems and methods of digital personnel after consulting the literature of relevant government departments,civil servants’ performance management and "digital personnel" personal performance appraisal at home and abroad.Firstly,this study comprehensively analyzed and compared the evolution of personal performance appraisal of Zone B Tax Bureau before and after the implementation of the digital personnel system,and introduced the current situation of performance management of Zone B Tax Bureau and the performance appraisal of tax personnel since the implementation of the digital personnel system.Secondly,combining the statistical data in the questionnaire and the information obtained from the author’s field research and interview,the paper analyzes the problems existing in the "digital personnel" personal performance appraisal,mainly in the aspects of performance management awareness,assessment indicator setting,assessment feedback communication,performance results application,etc.Combined with the author’s daily experience in performance management and the operation and maintenance of the "digital personnel" system,in-depth analysis of the causes of the problem is mainly due to the fact that the performance concept has not been deeply rooted in the hearts of the people,the system design is disconnected from the actual situation at the grass-roots level,the lack of communication management mechanism,and the insufficient role of incentives and constraints.Finally,according to the incentive theory and government performance management theory,the paper puts forward countermeasures and suggestions from four aspects: creating a performance atmosphere,optimizing performance indicators,paying attention to performance feedback,and optimizing the use of results.