A港拖轮公司绩效管理体系优化设计

发布时间：2018-08-18 16:01

【摘要】：随着近年来港口经济的迅猛发展,A港的吞吐量和规模也在迅速提升。A港拖轮公司作为A港股份公司下属单位,主营拖轮业务,即为大型船舶进出港提供拖带服务。公司目前拥有拖轮5艘,计划到2016年达到8-10艘拖轮,随着公司发展,船员队伍建设已是影响公司进一步发展的重要瓶颈,招聘难,难管理,公司的员工绩效管理也同样遇到了前所未有的困难,本文将将针对公司的实际情况,对公司存在的绩效管理问题进行深入的研究。本文首先对A港拖轮公司的绩效管理情况进行了具体分析,然后对公司的现状进行调查分析,并指出公司当前绩效管理存在的问题,据此提出了该公司绩效管理的优化方案设计,其思路主要从确立公司战略目标入手,寻找关键成功因素,确定战略绩效指标,最后对各指标权重进行分析。本文的撰写重点在于第四章,即利用层次分析法将A港拖轮公司的战略目标和经营目标层层分解,逐一构建公司级KPI、部门级KPI、以及个人级KPI,并注重每一环节的沟通细节,使公司经营战略目标分解落实到员工个人,从而建立起一个既能指导短期经营,又能引导长期方向的绩效管理体系,并在论文最后对绩效管理的改善和应用提出了必要的保障措施。通过以上研究,旨在有效解决公司船员管理及绩效提高等问题,从而为A港拖轮公司创新发展,提高员工队伍整体素质,促进规范管理,提高服务效能添砖加瓦。
[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.
【学位授予单位】：大连海事大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F550

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