Optimization Study Of Performance Management In Taxation Bureau Of City C, District S

In 2018,the State Administration of Taxation combined with the merger of the national tax and local tax institutions,and launched a tax performance management system.After several reforms,after 4 years of grass-roots tax performance management practice,it has continuously optimized performance management indicators,strengthened management processes,and launched implementation rules.With the successful completion of the reform of the national and local tax institutions and the continuous application of Internet technology in terms of tax management,the smart tax performance management construction of grass-roots taxation departments has continuously improved quality and efficiency.In 2022,the State Administration of Taxation implemented the "Performance Management System 3.0" of the grass-roots tax department.This system uses emerging information technologies such as big data analysis and artificial intelligence to reduce the interference of man-person factors in performance management.result.The performance assessment of grass-roots tax departments has transformed into digital and automated.In 2018,under the leadership of the reform of the tax bureau of the superior tax bureau,the Taxation Bureau of the City S of C,S,successfully completed the work task of the merger of the National Local Tax Organization.After the merger of the organization,the number of new institutions has doubled,and the personnel positions are re-adjusted on demand.To maximize,the service level and working ability of the tax authorities are improved,which is an important task in front of the grass-roots taxation department.This article is guided by target management theory and key performance indicators theory.Combined with the actual situation of the tax bureau of the city of City C,the questionnaire survey method and interview method are used to research and develop the performance management work of the tax bureau of the city of C-city C.The analysis of the current level of performance management of the tax bureau of the city of C-district C,and found that the tax bureaus in the S District C of the city of C City C faced insufficient preparation of indicators in performance management.The evaluation operation was not standardized.As a result,it is not powerful enough.On this basis,through investigation,summarizing,analysis,and reference,combined with the actual work,propose dynamic adjustment of performance management goals to standardize performance management processes;highlight the key points,improve the evaluation indicators;unblocked performance communication;scientifically set performance standards to improve the diversified evaluation system;Plant performance culture,improvement of organizational performance atmosphere and other optimization suggestions for the performance management work of the tax bureau of the S-regional area of City C.