Abstract

Reforming the performance management of commune-level civil servants is an essential requirement for improving the effectiveness and efficiency of grassroots government. This study is based on the performance management cycle, comprising four stages: planning, implementation, performance evaluation, and developmental feedback. Data were collected through document analysis, a survey of 33 civil servants, and in-depth interviews with local leaders and civil servants in Ha Quang Commune. The findings indicate that the management of civil servant performance has achieved notable improvements; however, several limitations remain, including the lack of measurable performance indicators, the predominance of qualitative evaluation, and the ineffective use of evaluation results for training and professional development. Based on these findings, the study proposes the application of Key Performance Indicators (KPIs), the digitalization of monitoring processes, and the development of career pathways to modernize the management of commune-level civil servants, enhance workforce quality, and improve the operational effectiveness of grassroots government.

Keywords: Performance management; public service performance; commune-level civil servants; civil servant management.