自我国机构编制领域“不突破机构限额、不突破编制总量”的底线提出以来，机构编制资源的稀缺性和有限性愈加凸显，全国各级机构编制部门树牢“过紧日子”的思想，围绕机构编制的控制、压减、调整开展了大量工作，编制管理体制机制改革成效初显。党的十九届三中全会通过的《中共中央关于深化党和国家机构改革的决定》指出：“根据经济社会发展和推进国家治理体系现代化需要，建立编制管理动态调整机制。”然而，我国机构编制管理仍然面临着严峻复杂的形势，控制机构规模增长，压减编制的压力依然较大。因此，制定并实施机构编制绩效评估政策，成为解决合理配置机构编制资源矛盾的突破口。2021年4月，中央编委出台了《机构编制管理评估办法（试行）》，各省市机构编制部门针对机构编制管理的事前、事中、事后不同阶段，结合本地工作实际，制定了促进制度落实的针对性政策。新疆兵团针对地方政府机构编制事中、事后管理的绩效评估政策相应印发。本研究通过梳理新疆兵团S师市政策执行的现状，分析存在的问题，探究问题产生的深层次原因，并对提升机构编制绩效评估政策执行效果提出对策建议，为相关管理部门提供真实、可靠的信息，为地方政府更好优化和执行机构编制绩效评估政策提供有益参考，助力政策目标更全面的实现。 本研究从国内外政策执行相关研究着手，以实施机构编制绩效评估政策为切入点，采用文本分析法、参与式观察法、问卷调查法和深度访谈法，以新疆兵团S师市为研究对象，对执行机构编制绩效评估政策的现状进行了阐述，并以此为基础归纳出新疆兵团S师市机构编制绩效评估政策执行中存在的问题：一是评估指标满意度和实操性不够；二是政策执行满意度和实效性不足；三是存在选择性和运动式执行问题；四是政策目标群体参与积极性不高。结合政策执行理论，运用麦克拉夫林互适模型，分析其原因主要是以下三个方面：一是政策自身原因；二是调适方面原因，包括政策执行组织与目标群体的调适不充分和政策执行组织与目标群体调适资源不足；三是政策环境原因，包括政治环境、社会环境和经济环境因素的影响。在此基础上提出以下对策建议：一是完善政策自身层面的对策建议；二是增强调适有效性层面的对策建议，包括提高政策执行组织专业素养，提升政策目标群体重视程度，强化评估指标体系的科学性，合力拓宽评估信息获取渠道，增强评估结果运用的权威性；三是优化政策执行环境层面的对策建议，包括加强对评估工作的约束监督，优化绩效评估工作社会环境和加大对评估工作的经济投入。

Since the bottom line of "not breaking the institutional limit and not breaking the total number of staff" in the field of institutional staffing in China was put forward, the scarcity and limitation of institutional staffing resources have become increasingly prominent. The institutional staffing departments at all levels in the country have firmly established the idea of "tight living", and have carried out a lot of work around the control, reduction and adjustment of institutional staffing, and the reform of the staffing management system and mechanism has achieved initial results. The Decision of the CPC Central Committee on Deepening the Reform of the Party and State Institutions adopted at the Third Plenary Session of the 19th CPC Central Committee pointed out that "according to the needs of economic and social development and promoting the modernization of the national governance system, a dynamic adjustment mechanism for staffing management should be established." However, China's institutional staffing management still faces a severe and complex situation, and the pressure to control the growth of institutional size and reduce staffing is still great. Therefore, the formulation and implementation of the performance evaluation policy of institutional staffing has become a breakthrough to solve the contradiction of rational allocation of institutional staffing resources. In April 2021, the Central Editorial Committee issued the Institutional Headcount Management Evaluation Measures (for Trial Implementation). The provincial and municipal institutional headcount departments formulated targeted policies to promote the implementation of the system in accordance with the different stages of institutional headcount management, including before, during and after the event, and in combination with local work practices. The performance evaluation policy of the Xinjiang Corps for the preparation of local government agencies for in-process and post-event management shall be printed and distributed accordingly. This study combs the current situation of the implementation of the policies in the S division of Xinjiang Corps, analyzes the existing problems, explores the underlying causes of the problems, and puts forward countermeasures and suggestions for improving the implementation effect of the performance evaluation policies formulated by the institutions, provides real and reliable information for the relevant management departments, provides useful reference for the local government to better optimize and implement the performance evaluation policies formulated by the institutions, and helps to achieve the policy objectives more comprehensively. This study starts with relevant research on policy implementation at home and abroad, and takes the preparation of performance evaluation policies by implementing agencies as the starting point. Using text analysis, participatory observation, questionnaire survey, and in-depth interview methods, the research object is the S division city of Xinjiang Corps. The current situation of the preparation of performance evaluation policies by implementing agencies is described, Based on this, the paper summarizes the problems existing in the implementation of the performance evaluation policy for the organization establishment of the S division and city of Xinjiang Corps: first, the evaluation index is not satisfactory and practical enough; Second, insufficient satisfaction and effectiveness in policy implementation; Third, there are problems with selectivity and sporty execution; Fourth, the participation enthusiasm of policy target groups is not high. Combining the theory of policy implementation and using the McLaughlin mutual adaptation model, the main reasons are analyzed as follows: first, the reasons for the policy itself; The second is the reasons for adjustment, including insufficient adjustment between policy implementing organizations and target groups, and insufficient adjustment resources between policy implementing organizations and target groups; The third reason is the policy environment, including the impact of political, social, and economic environmental factors. On this basis, the following countermeasures and suggestions are proposed: first, countermeasures and suggestions to improve the policy itself; The second is countermeasures and suggestions to enhance the effectiveness of adaptation, including improving the professional quality of policy implementation organizations, enhancing the importance of policy target groups, strengthening the scientific nature of the evaluation index system, working together to broaden the access to evaluation information, and enhancing the authority of the use of evaluation results; The third is to optimize the policy implementation environment, including strengthening the supervision of evaluation work, optimizing the social environment for performance evaluation work, and increasing economic investment in evaluation work.