【摘要】：隨著近年來港口經(jīng)濟(jì)的迅猛發(fā)展,A港的吞吐量和規(guī)模也在迅速提升。A港拖輪公司作為A港股份公司下屬單位,主營拖輪業(yè)務(wù),即為大型船舶進(jìn)出港提供拖帶服務(wù)。公司目前擁有拖輪5艘,計(jì)劃到2016年達(dá)到8-10艘拖輪,隨著公司發(fā)展,船員隊(duì)伍建設(shè)已是影響公司進(jìn)一步發(fā)展的重要瓶頸,招聘難,難管理,公司的員工績效管理也同樣遇到了前所未有的困難,本文將將針對(duì)公司的實(shí)際情況,對(duì)公司存在的績效管理問題進(jìn)行深入的研究。 本文首先對(duì)A港拖輪公司的績效管理情況進(jìn)行了具體分析,然后對(duì)公司的現(xiàn)狀進(jìn)行調(diào)查分析,并指出公司當(dāng)前績效管理存在的問題,據(jù)此提出了該公司績效管理的優(yōu)化方案設(shè)計(jì),其思路主要從確立公司戰(zhàn)略目標(biāo)入手,尋找關(guān)鍵成功因素,確定戰(zhàn)略績效指標(biāo),最后對(duì)各指標(biāo)權(quán)重進(jìn)行分析。本文的撰寫重點(diǎn)在于第四章,即利用層次分析法將A港拖輪公司的戰(zhàn)略目標(biāo)和經(jīng)營目標(biāo)層層分解,逐一構(gòu)建公司級(jí)KPI、部門級(jí)KPI、以及個(gè)人級(jí)KPI,并注重每一環(huán)節(jié)的溝通細(xì)節(jié),使公司經(jīng)營戰(zhàn)略目標(biāo)分解落實(shí)到員工個(gè)人,從而建立起一個(gè)既能指導(dǎo)短期經(jīng)營,又能引導(dǎo)長期方向的績效管理體系,并在論文最后對(duì)績效管理的改善和應(yīng)用提出了必要的保障措施。 通過以上研究,旨在有效解決公司船員管理及績效提高等問題,從而為A港拖輪公司創(chuàng)新發(fā)展,提高員工隊(duì)伍整體素質(zhì),促進(jìn)規(guī)范管理,提高服務(wù)效能添磚加瓦。
[Abstract]:With the rapid development of port economy in recent years, the throughput and scale of Port A are also increasing rapidly. As a subsidiary of Port A, the tugboat company is mainly engaged in tugboat business, that is, to provide towing service for large ships in and out of port. The company currently has 5 tugs and plans to reach 8-10 tugs by 2016. With the development of the company, the construction of crew members has become an important bottleneck affecting the further development of the company. Recruitment is difficult and difficult to manage. The employee performance management of the company has also encountered unprecedented difficulties, this paper will be aimed at the actual situation of the company, the performance management problems of the company will be deeply studied. This paper firstly analyzes the performance management of Port A tugboat company, then investigates and analyzes the current situation of the company, and points out the problems existing in the current performance management of the company. Based on this, the optimization scheme design of performance management of the company is put forward. Its train of thought mainly starts with the establishment of the company's strategic goal, finds out the key success factors, determines the strategic performance index, and finally analyzes the weight of each index. This paper focuses on the fourth chapter, that is, using the Analytic hierarchy process (AHP) to decompose the strategic objectives and business objectives of Port A tugboat Company, and construct the company level KPI, the department level KPI, and the individual level KPI one by one, and pay attention to the communication details of each link. To decompose the strategic objectives of the company into individual employees, thus establishing a performance management system that can guide both short-term management and long-term direction. At the end of the paper, the necessary safeguard measures are put forward for the improvement and application of performance management. Through the above research, the aim is to effectively solve the problems of crew management and performance improvement, so as to contribute to the innovation and development of A Port tugboat Company, to improve the overall quality of the staff, to promote standardized management, and to improve the service efficiency.
【學(xué)位授予單位】：大連海事大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F272.92;F550

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