随着国家机构改革工作的不断深入，为努力实现海事管理升级，2013 年交通运输 部直属海事系统实施“三定”方案，以转变职能、理顺职责、加强服务为核心，助推 国家实施海洋强国战略，融入海洋管理体制新格局。直属海事系统后勤管理中心（以 下简称海事后勤）便是在此次海事系统机构改革的大背景下新组建成立的独立法人事 业单位，主要承担直属海事局的后勤管理工作。在海事系统事业单位改革的不断深入 中，为规范海事系统事业单位人事管理工作，营造“能者上、平者让、庸者下”的良 性用人环境，2016 年，交通运输部海事局提出，直属海事系统后勤管理中心根据《事 业单位人事管理条例》要求，结合实际制定绩效工资实施办法及绩效考核管理办法。 可见，在海事系统事业单位改革的不断深入中，全面实施绩效考核已成海事后勤人事 制度改革的必然趋势。经实地调研了解，2016 年，山东、上海、福建、广东、海南等 直属海事局后勤管理中心都相继展开绩效考核机制的研究和调研工作，但受管理模 式、体制、机制、政策等主客观因素影响，都未取得实质性成果，多数仍沿用海事系 统“转公”前的事业人员工资政策或是“转公”后行政人员工资政策。因此，分析浙 海后勤机构特点，制定一套健全的、适用的、可推广的绩效考核方案具有重要的研究 意义和实践意义。 本文基于浙江海事局后勤管理中心（以下简称“浙海后勤”）的双重管理模式的 管理思路,立足目前的考核现状,将目标管理考核法、经验法、关键指标考核法、胜任 力模型、权值因子判断表法等方法和理念进行整合，运用到浙海后勤的绩效考核中， 建立起以“实现战略目标导向”的组织和个人相结合的以绩效增进为目的的绩效考核 机制，从而切实提升队伍的工作执行力，保障单位战略和年度目标任务得到有效执行， 为科学有效地规范海事后勤人事管理提供有益借鉴。 关键词：浙江海事；后勤；事业单位；绩效考核浙江海事局后勤管理中心绩效考核方案研究 Abstract With the continuous deepening of the reform of state agencies, in order to make efforts to upgrade maritime administration, the Ministry of Transport directly implemented maritime system implementation of the three plans in 2013 to transform its functions, streamline its duties and strengthen its service as the core to boost the country's implementation of the oceans Strong strategy, integrated into the new pattern of marine management system.The logistics management center directly under the maritime system (hereinafter referred to as maritime logistics) is an independent legal person institution newly established under the background of the institutional reform of the maritime system, and mainly undertakes the logistics management directly under the maritime.In the deepening reform of marine systems and public institutions, in order to standardize personnel management in maritime systems and public institutions and create a benign employment environment of capable, honest, fairy, the Maritime Bureau of the Ministry of Transport proposed in 2016 that, According to the requirements of the Regulations on Personnel Management of Public Institutions, the logistics management center directly under the maritime system formulates the measures for implementing performance pay and the performance appraisal and management measures according to the actual conditions.It can be seen that in the continuous deepening of the reform of marine systems and institutions, the full implementation of performance appraisal has become an inevitable trend in the reform of the marine logistics personnel system.According to the field investigation, in 2016, the logistics management centers directly under the jurisdiction of Shandong, Shanghai, Fujian, Guangdong and Hainan all started the research and investigation of the performance appraisal mechanism one after another. However, due to the subjective and objective factors such as management mode, system, mechanism and policy No substantive achievements have been made. Most still follow the wage policies of personnel before the transfer of public service to the maritime system or the administrative staff salary policy after the transfer of public funds.Therefore, it is of great research and practical significance to analyze the characteristics of maritime logistics agencies and formulate a sound, applicable and scalable performance appraisal scheme.哈尔滨工程大学公共管理硕士学位论文 Based on the management idea of dual management mode of Zhejiang Maritime Affairs Bureau Logistics Management Center ( Zhejiang maritime logistics), based on the current assessment status, this article combines the methods and concepts of target management assessment method, key index assessment method, experience method，competency model and Weight factor judgment table method,in order to improve the performance of the team, we will use the performance appraisal system of Zhejiang maritime logistics to establish a performance appraisal system that integrates the organizations and individuals that achieve the strategic goal‐oriented with a view to promoting performance. The strategic and annual goals and tasks have been effectively implemented and provide useful reference for the scientific and effective regulation of maritime logistics and personnel management. Key words: Zhejiang Maritime; Logistics; Institution; Performance evaluation浙江海事局后勤管理中心绩效考核方案研究 目 录 第 1 章 绪论...............................................................................................................................1 1.1 研究背景.......................................................................................................................... 1 1.2 研究目的及意义.............................................................................................................. 1 1.2.1 研究目的................................................................................................................... 1 1.2.2 研究意义................................................................................................................... 2 1.3 国内外研究现状及述评.................................................................................................. 3 1.3.1 国外研究现状........................................................................................................... 3 1.3.2 国内研究现状........................................................................................................... 5 1.3.3 国内外研究述评....................................................................................................... 8 1.4 研究思路、主要内容和研究方法.................................................................................. 9 1.4.1 研究思路................................................................................................................... 9 1.4.2 主要内容................................................................................................................. 10 1.4.3 研究方法................................................................................................................. 11 1.5 研究特色之处................................................................................................................ 12 第 2 章 浙江海事局后勤管理中心绩效考核现状.................................................................13 2.1 单位基本情况................................................................................................................ 13 2.1.1 单位性质和组织结构............................................................................................. 13 2.1.2 单位部门或人员考核的特殊性............................................................................. 14 2.2 单位现行考核办法........................................................................................................ 15 2.2.1 现行考核办法的原则、对象、内容及流程......................................................... 15 2.2.2 现行考核办法存在的问题和原因......................................................................... 16 2.3 本章小结........................................................................................................................ 18 第 3 章 浙江海事局后勤管理中心绩效考核方案的构建.....................................................19 3.1 绩效考核的思路...........................................................................