合理的績效管理對(duì)于企業(yè)發(fā)展是非常重要的,本文通過對(duì)上海威華船代公司公司的績效管理工作展開調(diào)研,提出有效的解決對(duì)策,對(duì)促進(jìn)企業(yè)更好的發(fā)展有著重要的意義。本文通過對(duì)國內(nèi)和國外研究現(xiàn)狀的研究,分析公司績效管理問題及解決對(duì)策。從績效管理概念及特點(diǎn)入手,研究績效考核相關(guān)理論,提出本文主要應(yīng)用的方法關(guān)鍵績效指標(biāo)法。從上海威華船代公司公司基本情況入手,指出船舶代理公司績效管理的特點(diǎn)以及公司績效考核體系的現(xiàn)狀。針對(duì)上海威華船代公司現(xiàn)階段績效管理存在的問題和產(chǎn)生問題的原因展開分析。通過調(diào)研發(fā)現(xiàn)公司在內(nèi)部流程、客戶服務(wù)、財(cái)務(wù)這三個(gè)層面存在一定的問題。根據(jù)公司績效管理考核體系的原則和思路,依據(jù)關(guān)鍵績效法分別從內(nèi)部流程、客戶服務(wù)、財(cái)務(wù)這三個(gè)關(guān)鍵績效指標(biāo)體系進(jìn)行細(xì)化,從而實(shí)現(xiàn)績效管理考核體系的構(gòu)建,并針對(duì)內(nèi)部流程層面、客戶服務(wù)層面、財(cái)務(wù)層面提出相應(yīng)的對(duì)策建議。通過本文的研究,對(duì)公司績效管理的分析,為公司開展有效的績效管理提出更多合理化的建議。

【文章頁數(shù)】：87 頁

【學(xué)位級(jí)別】：碩士

【文章目錄】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
Chapter 1 Introduction
    1.1 Background and Significance of Research
        1.1.1 Research Background
        1.1.2 Research Significance
    1.2 Research Methodology
        1.2.1 Literature Review
        1.2.2 Case Study
        1.2.3 Interview
    1.3 Organization of the Thesis
Chapter 2 Literature Review
    2.1 Performance Management Concepts and Features
        2.1.1 Management by Objectives
        2.1.2 Balanced Scorecard Method
        2.1.3 Key Performance Assessment Method
    2.2 Previous Studies of the Performance Management
        2.2.1 Domestic Studies
        2.2.2 Foreign Studies
        2.2.3 Review of Domestic and Foreign Research
    2.3 Key Performance Indicator Method (KPI)
    2.4 Analytic Hierarchy Process
    2.5 Summary
Chapter 3 Case Description
    3.1 Industry Background
    3.2 Shanghai W Shipping Agency
        3.2.1 Company Profile
        3.2.2 Mission, Vision and Strategy
        3.2.3 Organizational Structure
        3.2.4 Staffing Information
        3.2.5 Shipping Operation Department
    3.3 Performance Management of Shanghai W Shipping Agency
        3.3.1 Characteristics of Performance Management of Shipping Agency Companies
        3.3.2 Brief Description of the Company's Current Performance Management System
    3.4 Problems of Performance Management of Shipping Operation Department
        3.4.1 Poor Connection of Performance Management and Corporate Strategy
        3.4.2 Uncertainty of Performance Evaluation Indicators
        3.4.3 Untimely Feedback of Performance Results
        3.4.4 Long Evaluation Period of Performance
        3.4.5 No Significant Improvement on Performance
    3.5 Summary
Chapter 4 Case Analysis
    4.1 Performance Appraisal System of Shipping Operation Department
        4.1.1 Application of KPI in Performance Assessment of Shipping Operation Department
        4.1.2 Analysis of Key Performance Indicators of Shipping Operation Department
    4.2 Construction of Key Performance Indicator
        4.2.1 Construction Process
        4.2.2 Indicator Establishment, Setting and Review
    4.3 Causes for Problems of Performance Management of Shipping Operation Department
        4.3.1 Causes for Poor Connection of Performance Management and Corporate Strategy
        4.3.2 Causes for Uncertainty of Performance Appraisal Indicators
        4.3.3 Causes for Long Assessment Period of Performance
        4.3.4 Causes for No Significant Improvements on Performance
    4.4 Summary
Chapter 5 Suggestions
    5.1 Construction Principles of Performance Management System
    5.2 Construction Ideas of Performance Management System
    5.3 Countermeasures for Departmental Performance Management System
        5.3.1 Continuous Tracking of Departmental Performance
        5.3.2 Feedback and Improvement of Departmental Performance
        5.3.3 Results Application of Departmental Performance
        5.3.4 Unification of Ideas Through Training
    5.4 Summary
Chapter 6 Conclusions and Limitations
REFERENCES



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