在全球经济下行风险增大的背景下，国内经济发展已经由高速增长阶段转向高质量发展阶 段，国内港口资源整合进入了加速期，港口货物吞吐将由高速增长模式转入低速增长态势。随 着全国供给侧结构性改革的持续推进，客观要求港口需要进一步提升服务保障能力，提高生产 发展质量。作为企业传递责任，检验并调整战略的重要手段，绩效管理日益受到了企业的重视 和支持，它已经成为企业加速转型发展、提质增效的有效工具。 本文以绩效管理思想为基础，对连云港港口控股集团的绩效管理现状进行了分析，并提出 了基于平衡计分卡理论的绩效管理体系构建与实施思路。本文以打造“国际枢纽港、产业聚集 港、综合物流港、高效贸易港”为战略指导，从实现公司的良好经济效益和持续盈利目标出发， 描绘了连云港港口控股集团的战略地图，并通过平衡计分卡将战略地图转化为公司、部门、岗 位的绩效考核指标体系。通过对考核指标值的确定和考核方法，进一步将公司战略责任传导至 部门、员工个人，在指标体系权重的确定上，本文主要使用了层次分析法，并结合国企管理特 色，为平衡计分卡绩效管理体系设计了运作流程，对实施的重点、难点以及保障措施等方面， 进行了一一阐述。 本文认为，通过开展战略绩效管理，推动企业战略目标的最终实现，应该是今后连云港港 口控股集团绩效管理体系的主要完善方向。同时，抓住关键绩效指标是管理改善提升的关键， 是关乎全局战略目标的有力抓手，应科学甄别、合理设置。目标任务的有效传递，必须依托强 有力的组织保障、管理措施，以充分调动各部门、各岗位人员的积极性、主动性，形成上下互 动、整体联动的格局。绩效管理的改进还是一项系统性、长期性的工作，必须持之以恒。论文 的研究成果将为港口企业深化绩效改革提供相关借鉴，推动港口围绕提质增效不断创新管理。 关键词：平衡计分卡，绩效管理，港口集团 基于平衡计分卡的连云港港口控股集团绩效管理体系研究 II ABSTRACT Under the background of downside risk increases of global economy,the domestic economic development have been made by high quality development stage o f rapid growth stage. Resource integration of domestic port is accelerating, port throughput will continue to maintain low speed growth, and the growth rate will also be decreased. As the supply side structural reform continues to advance, port should objectively further improve service ability, accelerate the development of high quality. As an important means of transferring responsibility, inspecting and adjusting strategy, performance management becomes more and more recognition and support by the enterprise.It has become the effective tool of accelerating the transformation of development, improving the quality of operations. On the basis of performance management thoughts,the paper analyzes the situation of performance management of Lianyungang Port Holdings Group now,and proposes the performance management system construction and implementation of ideas which was based on the balanced scorecard theory(BSC). To build "international hub port, industrial aggregation port and comprehensive logistics port, efficient trade port" as the strategy, and to achieve good economic benefit and sustainable profitability,the paper describes strategy maps of Lianyungang Port Holdings Group, and transfer into the performance evaluation index system of organization,department and individuals through the balanced scorecard (BSC).Further the strategic responsibility to department and individuals by confirming the assessment indicators and assessment method. To determine the weighing values of index system, the paper uses the analytic hierarchy process (AHP). Combining with the management characteristics of state-owned enterprises,the paper designs operating process and instructs the emphases and difficulties of BSC performance management system, including safeguards. Based on the research, Promoting enterprise to realize the strategic goal eventually by carrying out the strategy performance management,is the main direction of Lianyungang Port Holdings Group. The key performance indicators is important to the improvement of management, should be scientific screened and reasonably set.Effective transmission of objectives and tasks must rely on strong organization and management measures.In order to form an effective whole, we must fully mobilize the enthusiasm and initiative of all departments and personnel.The improvement of performance management is still a systematic and long-term work,which should be persisted.The research result of the paper will provide useful reference for the port enterprises to deepen the reform of performance, and promotes the port to improve the quality and efficiency of innovative management. Key Words: Balanced scorecard, performance management, port group 南京航空航天大学硕士学位论文 III 目 录 第一章 绪论 ..................................................................................................................................... 1 1.1 研究背景及意义................................................................................................................... 1 1.1.1研究背景.......................................................................................................................... 1 1.1.2研究意义.......................................................................................................................... 2 1.2 国内外研究进展综述 ........................................................................................................... 2 1.2.1绩效管理的方法及其特点 .............................................................................................. 2 1.2.2平衡计分卡的发展与应用 .............................................................................................. 4 1.2.2相关研究评述 .................................................................................................................. 4 1.3 研究思路与研究方法 ........................................................................................................... 6 1.3.1研究目标.......................................................................................................................... 6 1.3.2研究内容.......................................................................................................................... 6 1.3.3研究方法.......................................................................................................................... 7 1.4研究的技术路线 ......................................................................................................................... 8 第二章 相关理论概述 ..................................................................................................................... 9 2.1 绩效管理理论....................................................................................................................... 9 2.1.1绩效管理基本理论 ........................................................................................................... 9 2.1.2绩效考核方法比较 ......................................................................................................... 12 2.1.3绩效管理在企业战略管理上发挥的作用 ..................................................................... 14 2.2 平衡计分卡理论................................................................................................................. 15 2.2.1平衡计分卡基本理论 .................................................................................................... 15 2.2.2平衡计分卡在企业中的应用 ........................................................................................ 17 2.2.3平衡计分卡在国内企业应用存在的问题 .................................................................... 18 第三章 连云港港口控股集团的绩效管理现状分析 ................................................................... 20 3.1 企业基本概况..................................................................................................................... 20 3.2 企业绩效管理现状 ............................................................................................................. 21 3.2.1绩效管理现行相关办法 ................................................................................................ 21 3.2.2绩效管理存在的问题及成因 .........................................