Giải pháp hoàn thiện công tác đánh giá, phân loại mức độ hoàn thành nhiệm vụ của cán bộ, công chức, người lao động Cục Thuế tỉnh Tuyên Quang

Giải pháp hoàn thiện công tác đánh giá, phân loại mức độ hoàn thành nhiệm vụ của cán bộ, công chức, người lao động Cục Thuế tỉnh Tuyên Quang Giải pháp hoàn thiện công tác đánh giá, phân loại mức độ hoàn thành nhiệm vụ của cán bộ, công chức, người lao động Cục Thuế tỉnh Tuyên Quang luận văn tốt nghiệp thạc sĩ

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN HỮU NGHỊ SOLUTIONS TO PERFECT THE EVALUATION AND CLASSIFICATION OF THE LEVEL OF COMPLETION OF TASKS OF CADRES, CIVIL SERVANTS AND LABORERS OF TAX DEPARTMENT OF TUYEN QUANG PROVINCE GIẢI PHÁP HỒN THIỆN CƠNG TÁC ĐÁNH GIÁ, PHÂN LOẠI MỨC ĐỘ HOÀN THÀNH NHIỆM VỤ CỦA CÁN BỘ, CÔNG CHỨC, NGƯỜI LAO ĐỘNG CỤC THUẾ TỈNH TUYÊN QUANG LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2020 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN HỮU NGHỊ SOLUTIONS TO PERFECT THE EVALUATION AND CLASSIFICATION OF THE LEVEL OF COMPLETION OF TASKS OF CADRES, CIVIL SERVANTS AND LABORERS OF TAX DEPARTMENT OF TUYEN QUANG PROVINCE GIẢI PHÁP HOÀN THIỆN CƠNG TÁC ĐÁNH GIÁ, PHÂN LOẠI MỨC ĐỘ HỒN THÀNH NHIỆM VỤ CỦA CÁN BỘ, CÔNG CHỨC, NGƯỜI LAO ĐỘNG CỤC THUẾ TỈNH TUYÊN QUANG Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: TS PHẠM VĂN HỒNG HÀ NỘI - 2020 DECLARATION The author confirms that the research outcome in the thesis is the result of author‟s independent work during study and research period and it is not yet published in other‟s research and article The other‟s research result and documentation (extraction, table, figure, formula, and other document) used in the thesis are cited properly and the permission (if required) is given The author is responsible in front of the Thesis Assessment Committee, Hanoi School of Business and Management, and the laws for above-mentioned declaration Date………………………… i ACKNOWLEDGEMENT I would like to express my sincere thanks to the lecturers of HSB, VNU for their dedication to teaching and imparting valuable knowledge to me during my time at the school In particular, I would like to sincerely thank PhD Pham Van Hong has kindly instructed and instructed me to complete this thesis I would also like to express my sincere thanks to my colleagues who are working at the Tax Department of Tuyen Quang province for their whole-hearted support, data and practical suggestions, which help me to complete the thesis ii TABLE OF CONTENTS DECLARATION i ACKNOWLEDGEMENT ii ABBREVIATIONS vi INTRODUCTION .1 CHAPTER 1: THEORETICAL BASIS ON EVALUATION AND CLASSIFICATION OF THE LEVEL OF COMPLETION OF TASKS AND RESEARCH DESIGN 1.1 The concept and importance of evaluation and classification of task completion 1.1.1 The concept 1.1.2 Importance of working performance evaluation 10 1.2 Organization of the work performance evaluation 11 1.2.1 Determine the purpose of evaluation and classification 12 1.2.2 Criteria on the working performance evaluation 13 1.2.3 The selection and design of evaluation methods 15 1.2.4 Determine the evaluation cycle 22 1.2.5 The selection and training of the evaluator 23 1.2.6 Announcement of the content and organization of the evaluation .24 1.2.7 The analysis and utilization of the performance evaluation results 24 1.3 Factors affecting the performance evaluation 25 1.3.1 External factors 25 1.3.2 Internal factors .25 1.4 Experience in evaluating task performance for civil servants 26 1.4.1 Experience in evaluating party members at Party organizations in Tuyen Quang province in 2019 .26 1.4.2 Experience in evaluating the emulation results for individuals of Nam Dinh Department of Taxation 30 iii 1.4.3 Lessons learned in improving the quality and efficiency of evaluation and classification of the level of task completion 34 1.5 Research design 35 1.5.1 Data collection 35 1.5.2 Research procedure 36 1.5.3 Design the questionnaire 36 1.5.5 Data analysis 37 CHAPTER 2: CURRENT SITUATION OF EVALUATION AND CLASSIFICATION OF THE LEVEL OF COMPLETION OF TASKS OF CADRES, CIVIL SERVANTS AND LABORERS 39 2.1 General introduction of the Tax Department of Tuyen Quang province 39 2.1.1 Organization of the apparatus and human resources 39 2.1.2 Operation situation of Tax Department of Tuyen Quang province through years .42 2.2 Analysis of the work performance evaluation of civil servants in the Tax Department of Tuyen Quang province 44 2.2.1 General description of work performance evaluation 44 2.2.2 The situation of defining the purpose of performance evaluation .48 2.2.3 Actual status of determining performance evaluation criteria 49 2.2.4 Current situation of selecting and designing performance evaluation methods 51 2.2.5 The situation of the selection and training of the evaluator 53 2.2.6 Situation of determining evaluation cycle 56 2.2.7 Current status of content notification and evaluation organization .58 2.2.8 Current situation of analyzing and using evaluation results of work performance 59 2.3.Analysis of factors affecting the evaluation and classification of civil servants at the Tax Department of Tuyen Quang province 62 2.3.1 External factors 62 2.3.2 Internal factor .65 2.4 General evaluation on E&C .66 iv 2.4.1 Strong points 66 2.4.2 Limitations 66 2.4.3 Causes of limitations 69 CHAPTER 3: SOLUTIONS TO PERFECT THE EVALUATION AND CLASSIFICATION OF THE LEVEL OF COMPLETION OF TASKS OF CADRES, CIVIL SERVANTS AND LABORERS OF TUYEN QUANG TAX DEPARTMENT 70 3.1.Development orientations of Tax Department of Tuyen Quang province from now till 2020 .70 3.2 Viewpoints and directions on the evaluation and classification .71 3.3 Solutions to perfect the evaluation and classification of the level of the completion of tasks at the Tax Department of Tuyen Quang Province 72 3.3.1 Clearly define the purpose and importance of work performance evaluation 72 3.3.2 Improve the criteria for evaluating the completion of work 74 3.3.3 Perfecting the method of work performance evaluation .78 3.3.4 Complete the evaluation cycle and train evaluators on the evaluation of work performance 80 3.3.5 Complete the notification and organization of evaluation of work performance 81 3.3.6 Complete the analysis and use of evaluation results 83 3.3.7 Building evaluation and classification software 84 CONCLUSION 86 REFERENCES 87 APPENDIX v ABBREVIATIONS Symbol Meaning E&C Evaluation and Classification SB State Budget SMART SMART Standard vi LIST OF TABLE Table 1: Comments on the evaluation methods .21 Table : The Criteria Set for evaluating and ranking cadres and party members .26 Table 1: Allocation of resources at Tax Department .41 Table 2: Results of State Budget revenue of the Tax Department .43 Table Criteria for scoring the work results at the Tax Department 49 Table 4: Survey results on E&C methods 53 Table 5: Survey result on who would have been the final evaluator .54 Table 6: The survey results suggest that taxpayers should evaluate the service attitude of civil servants 54 Table 7: The results of the survey on common mistakes of the evaluator 55 Table 8: Job evaluation is conducted regularly throughout the working process 57 Table 9: Opinions about the factor of dissatisfaction in E&C .60 Table 1: Comments about the organization of the effective evaluation 82 LIST OF FIGURES Diagram 2.1 Organization structure of Tax Department of Tuyen Quang province 40 vii INTRODUCTION The urgency of the disscussed topic Regardless of any country, Tax is always an important and major revenue source of the State Budget Taxation was born in association with the formation and development of the State The tax system and policies of each State are built on the basis of specific socio-economic-political conditions in certain historical periods In Vietnam, the tax agency under the Ministry of Finance is the Government agency, performing the function of advising and assisting the Ministry of Finance in state management of domestic revenues nationwide, including: Taxes, fees, charges and other revenues of the state budget; and the organization of tax administration in accordance with law The Tax Department of Tuyen Quang province together with the Tax Departments of the provinces and cities nationwide was established on August 21, 1990 on the basis of merging three organizations for: State revenue, Industrial and Commercial tax, and Agricultural tax From October 1st, 1990, the Tax Department officially has been operating under the uniform tax system from the central to local levels At the beginning of the establishment of the Tax Department of Tuyen Quang province, there were functional divisions under the Tax Department and District Tax Departments with 247 cadres and civil servants, of which: 11.74% of university degrees; 29.55% of secondary education, and the remaining of untrained ones Up to now, the Tax Department of Tuyen Quang province has had 366 cadres, civil servants and laborers with 11 functional divisions and 07 Tax Departments of the districts and cities, in which the ones with Master degrees are 18 people - equal to 5%; with University degrees are 234 people – equal to 64%; with College, Intermediate education degree are 114 people- equal to 31% In 1991, the Tax Department was assigned by the State to collect 10 billion dong to contribute to the State budget Together with the growth of national economy and the strong development of the provincial economy, the close attention and guidance of the Ministry of Finance, the Provincial Party Committee, the No List of question Answer options According to you, the evaluator needs 36 to know how to analyze and find out why the civil servant did not finish the job? Completely disagree Do not agree Normal Agree Totally agree Completely disagree 37 In your opinion, leaders need to know Do not agree how to determine the target for civil Normal servants through evaluation? Agree Totally agree Totally disagree According 38 to you, the goal of Disagree performing the work should be agreed Normal between leaders and civil servants? Agree Totally agree F Analysis and utilization of evaluation results Not very interested in 39 Do you care about result of your latest Skimming, pharisaism civil servant evaluation? Normal Interested Very interested in How often are you provided with 40 information on the results of your work performance evaluation? Never been known Rarely Provided upon requirement Regularly Very unsatisfied 41 How satisfied are you with the results Not satisfied of your work performance evaluation? Normal Satisfied No List of question Answer options Very satisfied Need more efforts at work Need to improve the academic level What 42 you learn after each evaluation? (One or more answers can be chose) No need to change anything at work Not concerned Other opinion………………………………… ………… Purpose of evaluation Evaluation criteria Method of evaluation What factors in the evaluation make 43 you unsatisfied? (One or more answers can be chose) Evaluation cycle Selection of evaluator Training of evaluator How to organize the evaluation Use of the evaluation results Other opinion……………………… Not very suitable 44 Has the evaluation results of your work Not suitable been used appropriately for evaluation Relatively suitable purposes? Suitable Very suitable Concretely build criteria to evaluate and measure criteria to ensure SMART To promote the effectiveness of the 45 assessment, what you think? (One or more answers can be chose) standard Periodically evaluate work performance results on the basis of comparing achieved results with objectives in work plans of individuals used as a basis for No List of question Answer options year-end evaluation Pay attention to civil servants and understand their jobs Create trust, encourage civil servants to actively and enthusiastically participate in the evaluation process Organize the collection of feedback from civil servants during the evaluation process Organize a formal meeting to publicly announce the results of the evaluation and respond to feedback Regularly developing training programs for evaluators and training to improve the qualifications of civil servants after the evaluation Apply information technology in job performance management and storing work performance evaluation results All of the above 10 Other opinion………………………………… ………………………………………… …………………………… THANK YOU FOR SUPPORTING ME IN IMPLEMENTING THIS STUDY! APPENDIX 2: SURVEY RESULTS RESULTS OF SURVEYS ON EVALUATION AND CLASSIFICATION OF THE LEVEL OF COMPLETIONOF TASKS OF CIVIL SERVANT AT TUYEN QUANG TAX DEPARTMENT (80 Receipt) I List of questions Age Gender Answer solutions From 30 and below From 31 – 40 From 41 – 50 Above 50 Total Male Female Total From 1-3 years From more than 3-5 years Seniority at Tax From more than 5- years Department? From more than 7- 10 years Above 10 years Total Intermediate College Professional Qualification University Postgraduate (Master) Total Excellently completing the task Results of your work Well Completing the task performance evaluation of Complete the tasks but still limited in capacity the most recent year Fail to complete the task Total II Evaluation on the E&C of civil servants No List of questions Answer option A Purpose of evaluation Very unimportant Could you please tell us Not important the importance of the evaluation work Normal No of Percent despondences 6.25% 23 28.75% 30 37.50% 22 27.50% 80 100.00% 43 53.75% 37 46.25% 80 100.00% 5.00% 5.00% 8.75% 11 13.75% 54 67.50% 80 100.00% 2.50% 1.25% 60 75.00% 17 21.25% 80 100.00% 23 28.75% 47 58.75% 10 12.50% 0.00% 80 100.00% 3.75% 3.75% 10 12.50% performance servants? of civil In your opinion, what is the purpose of evaluating the performance of the work of civil servant? (One or more answers can be chose) B In your opinion, should you use the work performance evaluation for consider the additional salary? In your opinion, should you unify the evaluating criteria on work performance of civil servants to reward and evaluate civil servants at the end of the year? Important Very important Serve for salary paying Serve the training, fostering and enhancing of professional quality Serve the reviews for emulation and commendation The effective management, allocation and utilization of Creating conditions for civil servants to develop their careers All of the above Other opinion Totally disagree Disagree Normal Agree Totally agree 47 58.75% 17 21.25% 39 48.75% 55 68.75% 51 63.75% 64 80.00% 49 61.25% 35 43.75% 0.00% 3.75% 12 15.00% 11.25% 48 60.00% 10.00% Totally disagree 1.25% Disagree 2.50% Normal 12 15.00% Agree 59 73.75% Totally agree 7.50% 1.25% 1.25% 5.00% 57 71.25% 18 22.50% 2.50% 1.25% 24 30.00% 43 53.75% 10 12.50% 0.00% 1.25% 12 15.00% Not very serious When self-assessing the Not serious results of your work, what Normal is your attitude in Serious performing this task? Very serious Evaluation criteria and evaluation methods Not very suitable Please indicate whether Not suitable the assigned task is Relatively suitable suitable to your current Suitable professional capacity? Very suitable Could you please tell us Not very serious about the supervision on Not serious the completion of the Normal work by the managers of Serious the division? Very serious In your opinion, are the Very reasonable criteria on evaluating the Reasonable work performance of civil Relatively reasonable servants at the end of the Not reasonable year reasonable? Not very reasonable 59 73.75% 8.75% 5.00% 16 20.00% 31 38.75% 28 35.00% 1.25% Do you have any comments on the number of criteria to evaluate the performance of civil servants at the Tax work Department in Tuyen Quang province? Too many criteria 10.00% Just right, reasonable 40 50.00% 30 37.50% Other opinion 2.50% Not Very specific, detailed 0.00% 28 35.00% 34 42.50% 16 20.00% 2.50% 6.25% 29 36.25% 27 33.75% 14 17.50% 6.25% 12 15.00% 5.00% 12 15.00% 13 16.25% Insufficient, supplement need to According to you, is each Not specific, not detailed of the current evaluation 10 Moderate criterion specific and Specific, detailed detailed? Very specific, detailed 11 12 Can current evaluation criteria be measurable? The current evaluation method is that, the civil servants reads their evaluation, then the Head of the division evaluates according to the comments by the collectives and the allocated rate of evaluation level classification for each individual What you Very difficult to measure Difficult to measure Able to measure a few criteria Able to measure many Criteria Completely measurable It is pharisaism and flatscaled Incorrect due to lack of evaluation information The result is inaccurate because there is no maximum specific score for the criteria to calculate the score for classification The evaluation is still flatscaled among evaluation criteria think about evaluation? this The evaluation is inflexible due to the imposition of the percentage on classification (One or more answers can of evaluation level in be chose) accordance to compulsory distribution ratio Such an evaluation is reasonable, and suitable Other opinion Your opinion on the Be a good feedback channel evaluation done by Taxpayers not have enough information to taxpayers on the service evaluate attitude of civil servants at the Tax Department of Just for pharisaism putting 13 Tuyen Quang province Uncomfortable, pressure on the performing as a reference channel for evaluation? tasks of civil servants Helping civil servants to (One or more answers can have a better sense of duty be chose) Other opinion In your opinion, should Totally disagree the Tax Department Disagree specify the evaluation Normal 14 criteria on work performance of civil Agree servants according to each Totally agree job position? In your opinion, should you specify the maximum Totally disagree score for criteria to evaluate the work Disagree performance according to the importance of each Normal 15 criteria so that, based on the total score for criteria, the work performance Agree will be evaluated (using results-based quantitative Totally agree method)? 41 51.25% 18 22.50% 0.00% 38 47.50% 18 22.50% 11.25% 8.75% 32 40.00% 1.25% 2.50% 5.00% 15 18.75% 52 65.00% 8.75% 1.25% 8.75% 18 22.50% 50 62.50% 5.00% If the total score is 100 (including criteria on behavior, competence, and evaluation on the work performance), how can we appropriately 16 specify the ratio of the total score of the criteria to evaluate behavior and capacity compared to the total score of the criteria on evaluating the work performance? In your opinion, should you build an application software to track the 17 performance of your work so that the evaluation is more effective? In your opinion, the combination of multiple evaluation methods will 18 help evaluate the performance of civil servants more accurately? C Evaluation cycle 20% and lower scored for behavior, and competence and 80% and higher scored for result for work performance 20% -30% scored for behavior, and competence and 80% -70% scored for result for work performance 30%-40% scored for behavior, and competence and 70% -60% scored for result for work performance 50% scored for behavior, and competence and 50% scored for result for work performance More than 50% scored for behavior, and competence and less than 80% scored for result for work performance Other opinion Totally disagree Disagree Normal Agree 5.00% 11.25% 38 47.50% 23 28.75% 6.25% 1.25% 2.50% 8.75% 19 23.75% 46 57.50% Totally agree 6.25% Totally disagree Disagree Normal Agree 0.00% 3.75% 18 22.50% 51 63.75% 10.00% 1.25% 1.25% 18 22.50% 57 71.25% 3.75% 3.75% Totally agree Not very suitable In your opinion, is the Not suitable current 1-year evaluation 19 Relatively suitable cycle of civil servants Suitable suitable? Very suitable 20 When evaluating the Not very suitable work performance to review the quarterly salary increase, what you think of that evaluation cycle? When the evaluating for the emulation voting of civil servants is carried 21 out in a 6-month cycle, what you think of that evaluation cycle? Do you think that the evaluation of performance of the work should be 22 conducted regularly during the working process to serve as a basis for year-end evaluation? Not suitable Relatively suitable Suitable 10.00% 21 26.25% 45 56.25% Very suitable 2.50% Not very suitable Not suitable Relatively suitable Suitable 0.00% 17 21.25% 29 36.25% 32 40.00% Very suitable 3.75% Totally disagree 0.00% Disagree 8.75% Normal 16 20.00% Agree 46 57.50% Totally agree 10 12.50% 5.00% 3.75% 27 33.75% 22 27.50% 24 30.00% 7.50% 10.00% 49 61.25% 16 20.00% 11.25% One month How long will you choose Two months to evaluate the Three months 23 performance of civil Six months servants' work? Year-end D Selection and training of the evaluator Director of Tax Department In order to practically evaluate the work The Deputy Director is in charge of the divisions performance of civil 24 servants in division of Head of divisions Tax Department Office, who should be the final Deputy Head of Division or a team leader, a group leader evaluator? (direct management) Do your evaluators make Favority error (opinion can the following common be dominated when the 25 mistakes? evaluator prefers a civil (One or more answers servant to another civil can be chose) servant) Medium trend error (evaluators are afraid to cope with reality, not want to offend others often tend to evaluate everyone at the medium level) Extreme Error (too strict or too easy in evaluation) Prejudice error (prejudice about differences between individuals such as age, hometown, gender, personality and not objective in the evaluation) Error due to the influence of the latest event (opinion may be influenced by the most recent acts of civil servants) None of the above How is the training of evaluator for evaluating 26 civil servants at Tax Department of Tuyen Quang province now? Does evaluator need to be 27 familiar with the evaluation criteria? 28 In your opinion, which is the best form to conduct the training of evaluator most efficiently? (One or more answers can be chose) Not very serious Skimming, pharisaism Normal Serious Very serious Totally disagree Disagree Normal Agree Totally agree Provide instructional documents Organize training classes Train according to programs designed to eliminate common evaluation errors Attend short-term training courses at universities, institutes, and centers for human resource management training 7.50% 6.25% 7.50% 24 30.00% 45 56.25% 0.00% 8.75% 35 43.75% 32 40.00% 6.25% 1.25% 0.00% 10.00% 47 58.75% 23 28.75% 57 71.25% 58 72.50% 64 80.00% 41 51.25% All of the above Other opinion E Announcement and organization of the evaluation Very untimely Are you fully and timely Not timely informed about the Normal 29 criteria and content on evaluating the Timely performance of the work? Very timely According to you, how Before week long you think Before weeks 30 reasonable to announce Before weeks the criteria and its content Before weeks before the evaluation? Submit at the official When did you submit meeting your self-evaluation of Submit before week the work performance to Submit at least 01 day in 31 the evaluator (Head of advance division) before the Depending on requirements official evaluation No need to send meeting? 32 During the evaluation meeting (interview) what you think about the evaluator? (One or more answers can be chose) Are you encouraged to 33 present your own opinion during the evaluation Clearly indicate which had been achieved and not yet achieved in the performance of jobs in order to perfect the process of completing the job Comments are still general, ambiguous, incapable of criticism Emphasis only on the negative side to criticize civil servants instead of criticizing specific issues and events No objectivity and fairness Do not respond properly to feedback Other opinion Absolutely not Rarely Occasionally 36 45.00% 0.00% 0.00% 2.50% 27 33.75% 46 57.50% 5.00% 17 21.25% 22 27.50% 12 15.00% 27 33.75% 6.25% 22 27.50% 15 18.75% 38 47.50% 1.25% 61 76.25% 11.25% 10 12.50% 2.50% 6.25% 2.50% 0.00% 7.50% 18 22.50% meeting? 34 In your opinion, how to organize the evaluation meeting (interview) effectively? (One or more answers can be chose) Who you think is the 35 essential participants for the evaluation meeting? According to you, the evaluator needs to know 36 how to analyze and find out why the civil servant did not finish the job? 37 In your opinion, leaders Quite often Regularly The evaluator needs to prepare carefully for the meeting (need to collect necessary information such as the volume and quality of work, the degree of labor discipline compliance , points to discuss with civil servants in meeting) The evaluator needs to listen and resolve issues flexibly The evaluator only needs to ask you to report the work and self -evaluate The evaluator doesn't need to care about your feedback Other opinion Evaluators and people being evaluated Evaluators , people being evaluated and your colleagues Leaders, colleagues of the department, evaluators and people being evaluated Leaders of the division, colleagues, evaluators and people being evaluated and civil servants monitor the evaluation work of the Organization and Personnel Department Other opinion Totally disagree Disagree Normal Agree Totally agree Totally disagree 26 32.50% 29 36.25% 51 63.75% 61 76.25% 11 13.75% 5.00% 0.00% 1.25% 5.00% 42 52.50% 32 40.00% 1.25% 1.25% 1.25% 6.25% 53 66.25% 21 26.25% 1.25% need to know how to determine the target for civil servants through evaluation? Disagree Normal Agree Totally agree According to you, the Totally disagree goal of performing the Disagree 38 work should be agreed Normal between leaders and civil Agree servants? Totally agree F Analysis and utilization of evaluation results Not very interested in Do you care about result Skimming, pharisaism 39 of your latest civil servant Normal evaluation? Interested Very interested in How often are you Never been known provided with information Rarely 40 on the results of your Provided upon requirement work performance Regularly evaluation? Very unsatisfied How satisfied are you Not satisfy with the results of your 41 Normal work performance Satisfied evaluation? Very satisfied Need more efforts at work What you learn after Need to improve the academic level each evaluation? No need to change anything 42 at work (One or more answers can be chose) Not concerned Other opinion Purpose of evaluation What factors in the Evaluation criteria evaluation make you Method of evaluation unsatisfied? Evaluation cycle 43 Selection of evaluator (One or more answers can Training of evaluator be chose) How to organize the 0.00% 12 15.00% 53 66.25% 14 17.50% 1.25% 1.25% 11.25% 53 66.25% 16 20.00% 1.25% 1.25% 10 12.50% 41 51.25% 27 33.75% 0.00% 8.75% 27 33.75% 46 57.50% 0.00% 5.00% 33 41.25% 39 48.75% 5.00% 66 82.50% 59 73.75% 3.75% 2.50% 0.00% 11 13.75% 30 37.50% 30 37.50% 15 18.75% 8.75% 15 18.75% 18 22.50% evaluation Use of the evaluation results Other opinion Not very suitable Has the evaluation results Not suitable of your work been used 44 Relatively suitable appropriately for Suitable evaluation purposes? Very suitable Concretely build criteria to evaluate and measure criteria to ensure SMART standard 45 To promote the effectiveness of the assessment, what you think? (One or more answers can be chose) Periodically evaluate work performance results on the basis of comparing achieved results with objectives in work plans of individuals used as a basis for year-end evaluation Pay attention to civil servants and understand their jobs Create trust, encourage civil servants to actively and enthusiastically participate in the evaluation process Organize the collection of feedback from civil servants during the evaluation process Organize a formal meeting to publicly announce the results of the evaluation and respond to feedback Regularly developing training programs for evaluators and training to improve the qualifications of civil servants after the evaluation 16 20.00% 2.50% 0.00% 3.75% 33 41.25% 41 51.25% 3.75% 62 77.50% 61 76.25% 67 83.75% 67 83.75% 61 76.25% 62 77.50% 61 76.25% Apply information technology in job performance management and storing work performance evaluation results All of the above 10 Other opinion 63 78.75% 55 68.75% 0.00% ... TAX DEPARTMENT OF TUYEN QUANG PROVINCE GIẢI PHÁP HỒN THIỆN CƠNG TÁC ĐÁNH GIÁ, PHÂN LOẠI MỨC ĐỘ HOÀN THÀNH NHIỆM VỤ CỦA CÁN BỘ, CÔNG CHỨC, NGƯỜI LAO ĐỘNG CỤC THUẾ TỈNH TUYÊN QUANG Chuyên ngành: Quản... the Tax Department of Tuyen Quang province 39 2.1.1 Organization of the apparatus and human resources 39 2.1.2 Operation situation of Tax Department of Tuyen Quang province through years... TASKS OF CADRES, CIVIL SERVANTS AND LABORERS OF TUYEN QUANG TAX DEPARTMENT 70 3.1.Development orientations of Tax Department of Tuyen Quang province from now till 2020 .70