ABSTRACT
No gain without pain. This is an attitude towards work, and also a basis for harmonizing social interests and building mental balance. But in the area of public administration, the wish of public servants for a balance between gain and pain and between input and return is often merely an expectation. As the socialist market economy improves and the competition in the
government’s administration ability becomes increasingly fierce, establishing and improving the value-oriented mechanisms and the incentive and restraint mechanisms for the management of civil servants has become increasingly important in strengthening the ability of civil servants and enhancing the innovation ability and work efficiency of the government. From the introduction of the Provisional Regulations on State Civil Servants to the promulgation of the Civil Servant Law of the People’s Republic of China, China has enforced the civil service system for over 10 years. During this period, the constant improvement of the civil servant management system has greatly promoted the development of the cause of public administration and the improvement of the civil service. But how to measure the performance of civil servants in the course of managing them, and how to establish a scientific performance evaluation and incentive system for civil servants that conforms to the features of administrative work remain two puzzling issues.
