近30年来，我国基础设施建设大量新技术、新材料、新工艺、新设备得到应用和 扩散，建设参与主体的技术水平、工艺水平和专业化程度不断提高，专业化施工队伍大 量涌现。另外，基础设施建设项目亦呈现出建设规模巨大、项目功能多样、资源投入庞 大、建设组织方式灵活多变等特点，由一个施工单位投入全部人力物力，完成项目的全 部建设任务己经越来越不可能。因此，通过专业劳务分包和劳务分包等方式，吸收一些 具有较高技术水平与工艺水平的专业化施工队伍，参与基础设施建设项目的专业化施工， 是市场经济条件下，基础设施建设的一个发展趋势。因此，如何让不同的施工队伍也有 序合作，顺利完成施工任务成为一个较大的难题。 为了解决这些难题，本文对ZJ公司在劳务分包管理中的现状进行了深入研究，主 要研究内容：（1）对分包管理的国内外研究现状和相关理论进行了系统梳理。（2）总结 提炼了ZJ公司在分包管理中存在的主要问题，主要包括：在选择评价劳务分包过程中 存在的分包商的技术、管理能力低，与项目的实际需求不匹配等问题，以及在过程管理 中存在的法制意识不足、分包合同签订不规范、部分分包商施工质量意识不强等问题。 （3）提出了ZJ公司劳务分包管理的改进方案，构建了ZJ公司对分包商的管理体系。 主要包括：分包商的选择与评价管理，分包商的过程管理，分包工程评价与验收三个方 面，涵盖了分包商选择合同管理、过程管理、评价管理等内容。（4）最后，以G项目为 例，对论文中劳务分包管理策略进行验证，探究其在实践层面的可能性与有效性。 本文通过对ZJ公司劳务分包管理现状的研究，认为建筑企业必须加强劳务分包管 理，并将劳务管理提升到与技术创新同等重要的位置。首先，应对当下国内劳务相关的 法规体系进行学习，以规范的流程进行管理；其次需要建立起科学的管理制度，对劳务 分包的不同施工队伍进行严格审核，避免出现问题；再者是要与不同队伍之间进行有效 地沟通，依据合同对其管理，明确其责任及义务；最后是提升自身的管理水平，避免出 现管理上的失误。 关键词：施工项目；劳务分包；劳务分包管理 II Abstract In the past 30 years, a large number of new technologies, new materials, new processes and new equipment have been applied and spread in infrastructure construction in China. The technical level, technological level and degree of specialization of construction participants have been continuously improved, and a large number of specialized construction teams have emerged. In addition, infrastructure construction projects also show the characteristics of huge construction scale, diverse project functions, huge resource investment, flexible construction organization, etc. it is more and more impossible for a construction unit to invest all human and material resources to complete all construction tasks of the project. Therefore, it is a development trend of infrastructure construction in market economy to absorb some specialized construction teams with high technical and technological level and participate in the specialized construction of infrastructure construction projects by means of professional labor subcontracting and labor subcontracting. However, how to cooperate with different construction teams to successfully complete the construction task has always been a big problem. In order to solve these problems, this paper conducted an in-depth study on the status quo of ZJ's subcontracting management. The main research contents are as follows :(1) systematically sorted out the research status quo and related theories of subcontracting management at home and abroad. (2) the summary refine what ZJ had company G project, the main problems existing in the subcontract management mainly includes: in the choice of evaluation in the process of subcontracting the subcontractor's technology, management ability is low, and the project of the actual problem such as cover for don't match, as well as the legal consciousness of the deficiencies in the process of management, subcontracting contract is not standard, part of the subcontractor construction quality consciousness is not strong. (3) Put forward the improvement plan of labor subcontracting management of ZJ Company's G project, and constructed the management system of ZJ Company's G project to subcontractors. It mainly includes the selection and evaluation management of subcontractors, the process management of subcontractors, and the evaluation and acceptance of III subcontracted projects. It covers the selection contract management, process management and evaluation management of subcontractors. (4) Finally, take Project G as an example to verify the labor subcontracting management strategy in the paper and explore its possibility and effectiveness in practice. After the research on the current situation of labor subcontracting management of ZJ company, it is concluded that in order to do better in the field of labor subcontracting management in China, the first thing that the general contracting enterprises in the construction industry need to do is to learn the current domestic relevant laws and regulations, so as to manage with standardized process; the second is to establish scientific management Manage the system, strictly review different construction teams of labor subcontracting to avoid problems; moreover, it is necessary to communicate effectively with different teams and manage them according to the contract to clarify their responsibilities and obligations; finally, it is necessary to improve their own management level to avoid management errors. Key words: construction project； labor subcontracting； labor subcontracting management. IV 目 录 摘要 ................................................................................................................ I ABSTRACT ........................................................................................................... II 第1章 绪论 ..................................................................................................... 1 1.1研究背景与意义 ...................................................................................................... 1 1.2国内外劳务分包管理研究现状 .............................................................................. 2 1.2.1国外研究现状 ................................................................................................... 2 1.2.2国内研究现状 ................................................................................................... 4 1.3研究内容和方法 ...................................................................................................... 7 1.3.1研究内容 ........................................................................................................... 7 1.3.2研究方法 ........................................................................................................... 8 第2章 劳务分包管理理论基础 .................................................................... 10 2. 1劳务分包概述 ....................................................................................................... 10 2.1.1劳务分包的内涵 ............................................................................................. 10 2.1.2劳务分包的本质 ............................................................................................. 10 2.1.3劳务分包的组织形式分析 ............................................................................. 10 2.2劳务分包管理研究基础理论 ................................................................................ 11 2.2.1分工合作理论 ................................................................................................. 11 2.2.2委托代理理论 ................................................................................................. 13 2.2.3激励理论 ......................................................................................................... 14 第3章 ZJ公司工程项目劳务分包管理现状及存在的问题 ......................... 17 3.1ZJ公司简介 ............................................................................................................. 17 3.2 ZJ公司劳务分包管理现状 .................................................................................... 18 3.3 ZJ公司劳务分包管理存在的问题 ........................................................................ 19 3.3.1劳务分包队伍选择方面 .....