摘要
摘要
随着我国企业“走出去”发展战略的实施，中资工程投资和承包企业的在海外开展
业务越来越多，逐步实现了国际业务爆发式、跨越式发展。然而，在国际工程业务显著
增长的同时，也遇到了诸如财税、供应链、技术标准、人力资源等各类问题。特别是叠
加新冠疫情的影响，劳务管理问题便成为国际工程业务实施中尤为重要的一环。一方面，
国内工程项目内外部实施环境与国外存在巨大的区别，在进行国际工程劳务管理时不能
复制国内的管理方式和模式；另一方面，中方劳务的成本已经越来越高，与亚非拉国家
属地劳务相比，成本差别巨大，已经成为国际工程项目竞争弱势。同时，随着“逆全球
化”趋势和“贸易保护主义”迹象抬头，各国就业压力逐年增大，中国劳务在进入所在
国时受到了聘用比例、工作签证等政策方面的限制，难以实现中国劳务的大规模输出。
因此，怎样扩大国际工程属地劳务的聘用规模并进行深入、精细化管理，成为我国“走
出去”企业的当务之急。本文结合笔者所在企业的国际工程实践情况，通过阅读国内外
相关文献，对国内外劳务用工现状以及发展历程进行了梳理。并以 W公司为研究对象，
对 W公司国际工程劳务管理情况进行定性定量分析，并对后疫情时代劳务属地化面临
的困境进行梳理、归类、研究。通过 SWOT分析和综合绩效分析发现，在后疫情时代，
属地劳务的优势和机会远远大于其劣势和威胁，属地劳务的综合绩效是中方劳务的2.5
倍~6.35倍，进一步佐证了劳务属地化的必要性。笔者结合后疫情时代国际工程项目履
约面临的疫情防控难以落实、属地劳务资源短缺、工程进度滞后等典型问题，探讨通过
强化常态疫情防控、保障属地劳务资源、提高属地劳务工效等策略和具体措施，提升履
约能力和盈利水平，提高企业核心竞争力，推动企业国际业务的走深走实。
关键词：后疫情时代；国际工程；劳务属地化
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目录
Abstract
With the implementation of the development strategy of "going global" of Chinese
enterprises, more and more domestic project investment and contracting enterprises carry out
international engineering business which graduallyachieve the explosive development.
However, with the rapid growth of international engineering, various problems such as
finance and taxation, supply chain, technical standards and human resources have also been
encountered. Especially combined with the impact of COVID-19, labor management has
become a particularly important part of the implementation of international engineering
business. On the one hand, internal and external relations of domestic engineering projects are
greatly different from those of international engineering projects. On the other hand, the cost
of labor service in China has become higher and higher. Compared with the territorial labor
service in Asia, Africa and Latin America, China has become a weak competitive position in
international engineering projects. At the same time, with the trend of "anti-globalization" and
signs of "trade protectionism" rising, the pressure of employment in various countries is
increasing year by year. When entering the host country, Chinese labor is restricted by the
employment ratio, work visa and other policies. It is difficult to realize the large-scale export
of Chinese labor. Therefore, how to expand the employment scale of international engineering
local labor resources and carry out refined management has become the top priority for
Chinese "going out" enterprises. In this paper, based on the international engineering practice
of the author's company, through reading domestic and foreign literature, as well as the
qualitative and quantitative analysis of labor employment status at home and abroad, the
author generalizes the development course and chooses W company as the research object. By
carding and classification of the international engineering service of W company management
and dilemma of local administrator, this paper carries on the quantitative analysis and
qualitative research in the scale of local labor and the necessity of strengthening local labor
management. By SWOT analysis and comprehensive performance analysis, it is proved that
labor resources localization is of great necessity and has many comparative advantages. The
comprehensive performance of labor resources localization is from 2.5 times to 6.35 times as
much asthat ofChinese laborbined withtheimpact ofCOVID-19 onthe
implementation of international engineering projects and thetypical problems such as
shortage of local labor resources and delayed project progress, this paper aims at improving
compliance ability, profitability, and the core competitiveness of enterprises to promote the
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三峡大学硕士专业学位论文
international business by strengthening normal epidemic prevention, guaranteeing local labor
resources and improving local labor efficiency.
Key Words: Post-epidemic era; international project; labor resources localization
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