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Performance Management in the Government of the People's Republic of China: Accountability and Control in the Implementation of Public Policy

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  • John P. Burns
  • Zhou Zhiren

Abstract

This article examines how the Chinese government came to endorse the concept of performance management, and analyses the experiments with performance management since the early 1990s (mainly at the local level). The incentives are examined, especially the performance-based reward and promotion system. The article discusses China’s experience with performance management in various sectors, including organisational restructuring and human resource management in the civil service, performance and results management and the “objective responsibility system”, and the attempts to improve accountability and performance in the delivery of public services. Citizen participation in performance management is also examined, and case studies of local practice.

Suggested Citation

  • John P. Burns & Zhou Zhiren, 2010. "Performance Management in the Government of the People's Republic of China: Accountability and Control in the Implementation of Public Policy," OECD Journal on Budgeting, OECD Publishing, vol. 10(2), pages 1-28.
    • Handle: RePEc:oec:govkaa:5km7h1rvtlnq
    DOI: 10.1787/budget-10-5km7h1rvtlnq
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    Cited by:

    1. Dong, Xiaoge & Voigt, Stefan, 2022. "Courts as monitoring agents: The case of China," International Review of Law and Economics, Elsevier, vol. 69(C).
    2. Christine Wong, 2012. "Performance, Monitoring, and Evaluation in China," World Bank Publications - Reports 17083, The World Bank Group.
    3. Dr. Benard Nuwatuhaire & Janan Mubehamwe, 2021. "The Influence of Stakeholder Participation in Monitoring on Road Transport Sector Performance in Uganda, Bushenyi District," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 5(08), pages 775-782, August.

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