我国质量技术监督工作是一项重要的、综合性的基础工作，是以法律法规为 准绳，以标准为依据，以技术检验和计量检测为手段，行使综合管理、行政执法 和安全监察三大职能，对质量进行规范和监督管理的行政活动。质量技术监督部 门在我国现代化建设中发挥了巨大作用，为社会化大生产和现代化管理提供技术 基础，为市场经济创造公平竞争秩序，维护国家利益和消费者合法权益。但是， 质监部门也面临包括产品质量问题、产业发展问题和不适应 WTO 协议等来自内 部或外部的挑战。在新的形势下，质监部门要圆满完成神圣的法定职责，最有效 的方法是从根本上抓好质监干部队伍建设，建立一支政治坚定、作风优良、业务 精通、廉洁高效的质监队伍。 政府绩效管理是指政府组织中的各级管理者为了确保下属公务员的工作与 既定目标保持一致，通过改善各个层面的绩效，最终实现政府战略的手段及过程， 其目的在于促使政府树立效率意识、服务意识和责任意识。《我国国民经济和社 会发展十二五规划纲要》和《质量发展纲要（2011-2020 年）》都明确提出要建 立科学合理的政府绩效管理体系，发挥绩效管理在干部选拔任用、培养教育、管 理监督、激励约束中的导向作用。在质监部门实施有针对性的绩效管理是十分必 要的，可以促进质监部门公务员提高德能勤绩廉等各方面的综合素质，实现集约 化运作和有效管理，从而提高辖区质量安全和质量发展水平。 本报告在总结政府绩效管理理论概念，参考外国政府绩效管理经验，借鉴国 内先进地区有效做法的基础上，分析天津市南开区质监局现有绩效管理制度的问 题，运用关键业绩指标法、目标管理法和 360 度考核法等比较成熟的绩效管理方 法，针对天津市南开区质监局公务员，设计了一套包括绩效指标、绩效考核、绩 效反馈、考核结果运用等在内的绩效管理方案，并论述了保障绩效管理方案在质 监部门取得实效的五项措施建议。 关键词，天津市南开区；质量技术监督；绩效管理；保障措施ABSTRACT In China, the quality supervising work is an important, comprehensive and basic one. In this work, three functions, namely, the integrated management, the administrative law enforcement and the safety supervision, are performed, taking the laws and regulations as criterions, the criterions as the foundations, the technical checking and the measure detection as the approaches. It is an administrative activity which endows the qualities of the products with criterions and supervisions. The quality and technical supervision departments play an important role in the process of modernization of China, provide technology foundations for the socialization productions and modernized managements and maintain a fair competition order for the market economy so as to safeguard the national rights and the consumers’ lawful rights and interests. However, the quality departments face both the internal and external challenges such as the qualities of products, industrial developments and unfitting with WTO agreements, etc. In the new situation, the most effective methods for the quality department to fulfill their honorable legal duties are to fundamentally ensure the cultivations of cadres in the quality department and build up a contingent of quality-checking personnel who are politically steadfast and professionally competent, have a fine style of work and enforce laws impartially and efficiently. The government performance-based management refers to the means and procedures that the government uses to implement its strategic goal through improving performances at all levels to ensure that the work of subordinate civil servants are consistent with their fixed goals, in hope of promoting the cultivations of consciousnesses concerning the efficiency, the service and the duty. Both The twelfth Five-Year Plan for the National Economy and Social Development and Quality Development Guidelines (2011-2020) explicitly claim that a scientific and reasonable system for the government performance-based management should be established and the performance-based management should play its guiding role in the selections and appointments, the cultivations, the managements and supervisions and the incentives and constraints of the cadres. It is of great importance to implement targeted performance-based managements to the quality departments. The performance-based management can impel the officials in the quality department to enhance their overallqualities such as the virtues, capacities, diligences, political achievements, integrities so as to realize the intensive operations and efficient managements, in hope of raising the level of the quality safety and the quality development in the district. This paper makes an analysis on the performance management of Tianjin Bureau Quality and Technical Supervision in the Nankai District, on the basis of the summarizing the theories and concepts of the government performance-based management, taking the experience of the government performance-based management aboard as the reference and taking the method of work in the advanced region in our country as the model. In this paper, a set of management plans which consist of the performance indicator, the performance assessment, the performance feedback and the application of assessment results are set for the officials in the Nankai District of Tianjin Bureau Quality and Technical Supervision, applying some well-developed methods such as the key performance indicator, the performance management and 360-degree assessment. Moreover, five measures and suggestions which ensures that satisfied effects can be achieves in the quality departments are also discussed in this paper. Key words ， Nankai District of Tianjin; quality and technical supervision; performance-based management; safeguarding measuresI 目 录 第一章 绪论..................................................................................................................1 1.1 研究背景 ...................................................................................................1 1.2 国内外研究综述 .......................................................................................2 1.2.1 国外研究综述.................................................................................2 1.2.2 国内研究综述.................................................................................3 1.3 研究目的 ...................................................................................................5 1.4 研究方法与内容 .......................................................................................5 第二章 我国质量技术监督工作的作用与挑战..........................................................7 2.1 质量技术监督的概念 ...............................................................................7 2.2 质监部门在经济和社会发展中的功能作用 ...........................................7 2.3 质量技术监督部门面临的挑战 ...............................................................8 2.3.1 关于产品质量监管方面的挑战.....................................................8 2.3.2 质监部门行使职能面临的问题...................................................11 2.4 在质量技术监督部门引入绩效管理的必要性 .....................................12 第三章 政府绩效管理的应用与实践........................................................................14 3.1 政府绩效管理的概念及特点 .................................................................14 3.2 政府绩效管理的关键决策 .....................................................................14 3.3 政府绩效管理的作用和意义 .................................................................16 3.4 绩效管理在国外政府部门中的实践 .....................................................16 3.4.1 美国弗吉尼亚州公务员绩效管理实践.......................................17 3.4.2 韩国富川市政府绩效管理实践...................................................18 3.5 绩效管理在国内政府部门中的实践 .....................................................19 3.5.1 河南省郑州市政府的绩效激励机制建设...................................20 3.5.2 上海市杨浦区政府网上评议和机关目标管理绩效考核工作...21 3.6 我国实行政府绩效管理的主要障碍分析 .............................................22 第四章 天津市南开区质监局绩效管理实施方案的设计........................................24 4.1 天津市南开区质监局现有绩效管理方案及其问题 .............................24 4.1.1 绩效管理现状介绍.......................................................................24II 4.1.2 现行绩效管理方案的问题...........................................................24 4.2 绩效管理方案的设计思路 .....................................................................25 4.3 绩效管理方案的设计原则 .....................................................................28 4.4 绩效考核的主体选择和权重分配 .........................................................29 4.4.1 绩效考核主体的选择...................................................................29 4.4.2 绩效考核主体的权重分配...........................................................30 4.5 绩效考核指标体系的设计 .....................................................................31 4.5.1 指标体系的设计原则...................................................................31 4.5.2 指标体系的框架内容...................................................................31 4.5.3 指标体系与评分标准...................................................................32 4.5.4 绩效考核评价标准.......................................................................42 4.6 绩效考核方法的选择 .............................................................................43 4.7 绩效考核的实施程序（如图 4-2 所示）..............................................46 4.8 绩效考核结果的沟通 .............................................................................48 4.9 绩效考核结果的运用 .............................................................................49 第五章 保障绩效管理取得实效的建议....................................................................51 5.1 树立正确的政府绩效管理理念 .............................................................51 5.2 加强政府绩效管理的法制建设 .............................................................52 5.3 健全政府绩效考核的指标体系 .............................................................53 5.4 引入独立的第三方评估机构 .................................................................54 5.5 培育利于绩效提高的优秀组织文化 .....................................................55 第六章 结论与展望....................................................................................................56 6.1 结论 .........................................................................................................56 6.2 展望 .........................................................................................................56