Author(s)

Pu HUANG ¹

Affiliation(s)

¹ Yunnan University, Kunming, Yunnan, 650031, China

Corresponding Author

Pu HUANG

ABSTRACT

As a newly-developed management concept and system, the Balanced Score Card(BSC) focuses on four dimensions: finance, customer, business process, learning and growth, which has strong operability for non-profit organizations. This paper explores the functioning of BSC in the performance management of the Kunming municipal government. Kunming is one of the major cities in south-west China. After implementing the performance management system, the Kunming municipal government has achieved outstanding results over the years. However, at this stage, problems of low citizen participation, the unreasonable and inefficient implementation and civil servants’ inadequate understanding of performance management still exist.

KEYWORDS

Balance score card, Performance management, Kunming municipal government

CITE THIS PAPER

Pu HUANG, Research on the Application of the Balance Score Card in the Performance Management of Kunming Municipal Government. Journal of Sociology and Ethnology (2022) Vol. 4: 23-26. DOI: http://dx.doi.org/10.23977/jsoce.2022.040105.

REFERENCES

[1] J. S. Starke, D. M. Joubert. A score card for lamb and mutton carcasses. The Journal of Agricultural Science, vol.57, no.03, pp.319-323, 1992.
[2] Eric Kong, Gaby Ramia. A qualitative analysis of intellectual capital in social service non-profit organizations: A theory–practice divide. Journal of Management & Organization, vol.16, no.05, pp.656-676, 2010.

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