As performance management reforms gain traction worldwide, their implementation, however, has demonstrated mixed results. This trend is visible in the manner countries have adopted and implemented New Public Management (NPM)-related public sector reforms that are based on the neo-classical and business models of organisation and management. Experiences in various countries demonstrate that the inherent individualistic aspects of NPM-related performance management do not suit the context of countries with a collective culture. The introduction of a series of NPM-related performance management reforms introduced to Bhutan’s civil service over the last 15 years explores the relationship between public sector reforms and culture. This article highlights the challenges faced in the implementation of performance management reforms in Bhutan’s collectivist and risk averse culture. Bhutan’s experience in the implementation of NPM-related reforms provide an insightful lesson for other countries with similar culture and context.

中文翻译：

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公共部门改革与文化之间的关系：在集体主义和风险规避文化中实施与 NPM 相关的绩效管理改革

然而，随着绩效管理改革在全球范围内受到关注，其实施结果喜忧参半。这一趋势在各国采用和实施新公共管理（NPM）相关公共部门改革的方式中可见一斑，这些改革基于新古典主义和商业组织和管理模式。不同国家的经验表明，与新公共管理相关的绩效管理固有的个人主义方面并不适合具有集体文化的国家的背景。过去 15 年来，不丹公务员引入了一系列与 NPM 相关的绩效管理改革，探讨了公共部门改革与文化之间的关系。本文重点介绍了在不丹的集体主义和风险规避文化中实施绩效管理改革所面临的挑战。不丹在实施 NPM 相关改革方面的经验为具有相似文化和背景的其他国家提供了深刻的教训。