Extant literature informs that the modern state requires a
civil service whose performance is accurately measured, evaluated and
subsequently rewarded (or punished). In this paper we use Pakistan as a
case study of a country in which the performance evaluation system is
obsolete and resistant to change. After analysing literature on the
importance of performance management systems in bureaucracies, we
evaluate the present structure of the Pakistani performance evaluation
system of civil servants and identify its major weaknesses. We then
present the results of a unique survey of senior civil servants which
informs on how they viewed potential reforms of the current system.
Based on this, we present a revised instrument to more accurately
measure the performance of Pakistani civil servants, which both adapts
the existing instrument while being cognizant of the international best
practices. Finally we look at some of the significant political economy
factors that could hinder the introduction of a new performance
management system. Keywords: Performance Evaluation, Political
Manipulation, SMART, Political Alignment Performance Management, Civil
Service
Building China's municipal healthcare performance evaluation system: a Tuscan perspective