2002 Volume 2 Pages 55-69
From the outset, the aims of the “Mie Prefecture Performance Measurement System” were evidently to enhance transforming attitudes of Government employees’ attitudes, and to increase policy making capacity. This system is based on the premise that the mind-set of local government employees has developed and been molded over a long period of time in Japan’s centralized administrative system. This premise follows that as long as measures are not taken to reform the entrenched attitudes of employees, it will be difficult for system reform to make any realistic headway for a transition towards a decentralized society.
At Mie Prefecture, employee attitude reform, to some extent, has progressed due to the system since 1995. So have been reformed organizational and administrative practices which have extended over to the Prefectural Assembly and the Labor Union.
This reform model based on a governance level, is a shift from “traditional management” to “business management”. However, this model does not assume that the final stage is the “business management”. Instead, this model can be considered as a strategically developmental process which involves “network-type management”.
