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Article
Affiliation(s)

University of Massachusetts Boston, Boston, USA; Jiangsu Government, Jiangsu, China

ABSTRACT

In the first decade of the 21st century, China experimented with many different kinds of performance measurements and management innovations. However, unlike most provinces in China, Jiangsu pursued two major approaches to implementing performance assessment, during the period of 2003-2009. One is to evaluate the performance of all the prefecture-level city and county governments. The other is to evaluate collective performance of provincial government agencies. The two actions were initially carried out separately but they eventually connected with and complemented each other. Ultimately, they converged on an integrated provincial performance measurement and management picture in Jiangsu. Based on empirical research comprising interviews, seminars, and questionnaires, this study attempts to discover the strengths and weaknesses of the Jiangsu performance management practice. Recommendations of improvement are proposed at the end of the paper. Why has China in general and Jiangsu in particular adopted some kinds of performance measurement system and what benefits can a province reap from such practices? Using Moynihan’s theory of the interactive dialogue model of performance information use, the authors use Jiangsu as a showcase of provincial-level government performance management in the hope of paving the preliminary bricks toward building a theory of provincial/state level performance measurement/management.

KEYWORDS

provincial government performance measurement and management, Jiangsu, indicators, theory of the interactive dialogue model

Cite this paper

Journal of US-China Public Administration, May 2016, Vol. 13, No. 5, 293-321

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