船舶强制配备专职电子船员的探讨

电子船员作为一个全新的概念在国际海事组织船员培训和值班标准分委会第38次会议上首次提出．这是现代航海发展中的新方向、新动态与新课题。STW39基本确定了电子船员的培训和发证要求的框架，但电子船员是否为强制性设置还有待明确。本文就强制配备专职电子船员的必要性、可行性和意义等方面进行分析，并提出相应的对策和建议。     

船舶选配“电子船员”的探讨

介绍"电子船员"提出的背景,分析船舶设置"电子船员"的必要性,并对"电子船员"的职责界定、能力要求、岗位设置以及"电子船员"的教育、培训、发证等进行探讨。对海事部门、航海培训机构、航运企业培养、选配"电子船员"有参考启发作用。     

关于船员合格性的探讨

船舶的适航性规定要求船东配备合格的船员,但何谓合格船员,一直以来存在许多争议。从船员适任性的特征、船员的基本素质、保持船员合格性的途径等几方面对船员的合格性进行探讨,并指出保持船员合格性需要多方面的共同努力,多个部门的齐抓共管。     

基于模糊综合评价法的高级船员培训质量分析

为提高船员培训质量,培养高素质海员队伍,采用模糊综合评价法,构建船员培训质量模糊综合评价指标体系,建立评判隶属度矩阵。以上海海事大学船员培训中心为例,对其船员培训质量进行模糊综合评价。结果表明,上海海事大学船员培训中心的船员培训效果为较好。     

船员职业技能素质状况抽样评估与培训需求分析

为了解船员职业技能现状和培训需求情况,采用问卷调查等多种调查方式,对船员职业技能素质现状进行抽样调查和评估,综合运用模糊评判、层次分析法以及关联分析方法,对船员职业技能素质重要度和培训的需求进行定量分析,并提出相关建议。     

电子海图系统操作评估模式探讨

鉴于电子海图系统的强大安全保障功能以及SOLAS公约、STCW公约等国际公约对ECDIS配备、培训的相关要求,结合我国航海教育的现状以及相关规定,简要论述电子海图系统操作评估的重要意义,并据此重点探讨评估的内容和模式,以期在满足履约要求的前提下,进一步提高船员对电子海图系统的理论认知和实操能力。     

驾驶室遥控船舶配员现状及改善建议

为加强船舶安全管理，规范驾驶室遥控（BRC）船舶的船员配备，通过解读有关BRC船舶的检验规定，以及国内相关法规对海船配备船员的规定，针对目前BRC船舶在配员方面存在的问题提出改进建议：尽快出台技术规范；加强船员管理；加大现场监管处罚力度；开展专项整治活动。     

电子船员培训与发展标准的新进展

回顾STW39次会议“电子船员”标准提案内容，概述电子船员培训标准的讨论结果，介绍STW特别会间会电子船员培训标准的最新进展。     

对救生艇事故的防范

船舶配备救生艇的主要目的是在紧急情况下救助船员的生命，然而由于各种原因，在救生艇训练和演习中发生了多起船员伤亡的事故，因救生艇事故而伤亡的船员数量远大于通过救生艇而获救船员的数量。     

船舶电子、电气船员的设立及应对措施

根据国际海事组织船员培训和值班标准分委会第39次会议要求，在目前轮机员培训和发证的基础上，拟增加船舶电子、电气船员的培训和发证标准。本文就船舶电子、电气船员的考试及评估要求，有关院校相关专业的教学计划，课程设置，在职船员的培训等问题进行了分析。     

船舶电子电气课程体系的构建研究

为了达到国际海事组织关于海船电子员岗位的适任要求,提高高等院校船舶电子电气人才培养质量,对海船电子员的适任考试科目逐一分解,分析船舶电子电气专业的课程特点及设置。采用课程到模块的方式,构建船舶电子电气课程体系。     

船用三相异步电动机常见故障的检查及维修

为了让船舶电子电气员(ETO)掌握正确分析、判断船用三相异步电动机的故障及进行相应的维修,在此以举例的形式将船用三相异步电动机常见故障的检查步骤和维修方法进行总结,希望可以为ETO在实际工作过程中解决常见故障提供分析依据及作为参考使用。     

层次分析法与TOPSIS法在基层优秀士官选拔中的运用

分析优秀士官应当具备的基本素质,建立了评价优秀士官的指标体系,基于层次分析与TOPSIS方法与原理,建立了用于选拔士官人才的数学模型,并应用所建立的数学模型对优秀士官进行评价优选。该模型能够很好的反映实际情况,具有较好的实用性,且简单易行,便于推广。     

A proposed quantitative methodology for the evaluation of the effectiveness of Human Element,Leadership and Management (HELM) training in the UK

In 2006, a review of maritime accidents found that non-technical skills (NTSs) are the single largest contributing factor towards such incidents. NTSs are composed of both interpersonal and cognitive elements. These include things such as situational awareness, teamwork, decision making, leadership, management and communication skills. In a crisis situation, good NTSs allow a deck officer to quickly recognise that a problem exists and then harness the resources that are at their disposal to safely and efficiently bring the situation back under control. This paper has two aims. The first is to develop a methodology which will enable educators to quantitatively assess the impact of Maritime and Coastguard Agency (MCA)-approved Human Element, Leadership and Management (HELM) training on deck officer’s NTSs with a view to identifying further training requirements. The second is to determine whether the HELM training provided to develop the NTSs of trainee deck officers is fit for purpose. To achieve these aims, a three-phase approach was adopted. Initially, a taxonomy for deck officer’s NTSs is established, behavioural markers are identified and the relative importance of each attribute is calculated using the analytical hierarchy process (AHP). Subsequently, a set of scenarios were identified for the assessment of deck officer’s NTSs in a ship bridge simulator environment. A random selection of students that have completed the Chief Mate (CM) programme was performed, and data regarding their NTS-related performance in the scenarios was collected. Finally, the collected data was fed into the evidential reasoning (ER) algorithm, utility values were produced and, having established these values, the effectiveness of the HELM training that the students have received was then evaluated.     

全球高级船员资源管理新模式探究

以对航海人才资源配置研究为出发点，从分析高级船员职业特点及其资源分布入手，论述了探索高级船员资源管理新模式的必要性和可行性，提出了全球高级船员资源管理的新模式，以及构筑全球高级船员资源管理平台的新思路。     

集装箱船大副在港期间的工作重点

根据实船的工作经验,对集装箱船在港期间大副的工作重点和对冷冻箱的管理进行详述,为初任的集装箱船大副、驾驶员、航运部门的管理人员对集装箱的管理和应急处理提供参考。     

Determinants of Indian sub-continent officer–seafarer retention in the shipping industry

The retention of officer–seafarers within the international shipping industry is a difficult problem facing shipping and ship management companies. One strategic option open to all companies that should improve overall retention is to seek to become an employer of choice by providing an intellectual capital environment attractive to officer–seafarers. This is investigated through a survey of officer–seafarers covering areas where ship management can exercise some control over their working conditions. These cover recognition by their employer and commensurate rewards, organizational culture and structure and building relationships with external parties. Experienced Indian sub-continent officer–seafarers were the sample population resulting in more than 200 valid completions. These were analysed using correlation and regression. Although all hypotheses were in the predicted direction, only four passed the significance test: long-term career prospects, a smooth and fair recruitment process, a better relationship with maritime authorities and an employee-friendly organizational culture. Stepwise regression indicated that only organizational culture had a significant positive effect on intention to remain a seafarer. The items in the organizational culture construct accord with recommendations from the literature on becoming an employer of choice and improving employee retention, providing guidance for attracting and retaining officers.     

论AIS、RADAR、VHF在船舶避碰中的优势互补

重点阐述了AIS、VHF、RADAR在船舶避碰中的优势和不足,船舶驾驶员只有全面掌握其性能和特点,恰当地使用才能保证船舶安全。     

Retraining of ratings for officer rank: biographical characteristics and motivational determinants of willingness to be retrained

The study focuses on differences in biographical and motivational characteristics between ratings who were willing to be retrained for officer rank and those who were not.

Data were collected by means of individual structured interviews. Results indicate that personal characteristics such as age, family status, education and army experience significantly differentiate between the two groups of ratings. The motivational force (in the nomenclature of the VIE theory) in entering the officer rank was also significantly higher for ratings willing to be retrained.