Research On Organizational Performance Management Optimization Of Basic Tax Department Based On Balanced Score Card

The concept of performance management first appeared in enterprises,and then gradually adopted by government departments.Up to now,performance management in government departments has become a boom.Since the founding,our country government organs of all previous large-scale institutional reform is mainly dedicated to solving bloated,compression personnel,improve the administrative efficiency,although after each reform will some gratifying achievements,but also can appear the pressure and the elastic problems,the effect of continuously put forward new requirements to organizational performance.Some managers with exploratory spirit began to try to draw experience from the mature new public management methods in the West and explore the performance of government departments as one of the breakthroughs of reform.A review of the changes in performance management methods of government departments over the years can help us sort out the innovations in performance management concepts of government departments.Government departments have never stopped trying to use different performance management concepts to promote work.As a department that undertakes the main economic functions of the country,the tax department plays an important role of "collecting money for the country and collecting taxes for the people".Its administrative ability and work efficiency directly affect the credibility of administrative organs and the play of tax functions.The implementation of organizational performance management in the tax system is an important method to improve the quality and efficiency of the work of the tax department,and is also the due meaning of the tax modernization reform in the new era,which is of great significance to promote economic and social development.At present,there are some prominent problems in the performance management of tax departments at the basic level,such as insufficient theoretical support strength,deviating from the reality of strategic planning and copying implementation plans.Based on the perspective of balanced scorecard,this paper studies the organizational performance management of grass-roots tax departments,expounds the historical development and situation background of performance management by reading a large number of literatures,and puts forward new research views on the applicability of balanced scorecard: Balanced scorecard can be applied to the organizational performance management of tax departments at the grass-roots level,but it needs to be adjusted in three aspects: strategic objectives,customer index connotation and financial index connotation.This paper first introduces concepts related to organizational performance management and balanced scorecard,takes tax Bureau of E city as an example to introduce organizational performance management of grass-roots tax departments,then uses balanced scorecard to identify existing problems from aspects of strategic objectives,index system and assessment standards,and analyzes the causes of the problems.Finally,four optimization suggestions are put forward,which are in line with the practical strategic objectives,adjustment of assessment ideas,scientific assessment indicators,and improvement of understanding and recognition of performance work.Although the performance management of grass-roots tax department has made some achievements,the existing problems can not be ignored.Hope that through this article research,to the tax authorities at all levels of management team on formulating strategic objectives do not conform to the actual transmission does not reach the designated position,evaluation standard,strategic intent problems such as formalism warned,put forward the optimization improvement ideas and Suggestions,for the grass-roots tax department organization performance management to provide theoretical support and help to break the bottleneck,Improve the quality and efficiency of organizational performance management of tax departments at the grass-roots level.