【作者】 陈鹏；

【导师】 房路生；

【作者基本信息】 长安大学 ， 工商管理硕士（专业学位）， 2022， 硕士

【摘要】 近几十年,我国经济得以飞速发展,建筑施工行业随之迅速扩张,国内传统的基础设施也日趋完善。随着经济全球化以及我国不断扩大对外开放,各行各业的国内企业都开始“走出去”,特别是在国家“一带一路”合作倡议实施以来,这种“走出去”的趋势开始加速,国有施工企业更是在出海队伍中走在了前列。当前,中美在国际上的地缘政治博弈日趋激烈,全球新冠疫情持续肆虐蔓延,国内施工企业的海外业务经营面临空前未有的多重压力。海外派驻员工作为国内施工单位驻外机构及海外项目的主要人力资源,是海外项目能否按期履约与盈利的中坚力量,更是关系到公司乃至国家的国际声誉。作为最早一批“走出去”的中国企业,中交集团连续十多年位居ENR亚洲国际承包商首位,成为“一带一路”建设的企业领军者,随着“海外优先”战略的推出,驻外机构、海外项目规模和外派员工数量持续增加。E公司作为其全资子公司,也连续多年荣获中国对外承包企业AAA级信用企业荣誉称号,有数千名中方员工常年派驻海外。如何将他们面对的不同语言文化环境,艰辛乏味的工地生活以及对家人的想念等消极情绪转化为工作动力,这在一定程度上对维持一支稳定的驻外队伍提出了更高的要求,企业亟需对海外派驻员工进行有效的激励,以提振驻外员工士气,降低外派失败率。基于此,笔者选择E公司驻外员工为具体研究对象,结合自身七年的海外项目及三年E公司总部工作经验,立足E公司“十四五规划”及海外改革的新形势,调研并分析了海外派驻员工激励方案的现状及存在的问题,根据驻外员工的实际需要针对性设计了一系列科学合理的激励方案,并提出方案落实的保障措施,以不断提高驻外员工的工作积极性和对公司的满意度及归属感,从而稳定海外团队,促进E公司人力资源管理可持续发展,并为其他面临类似问题的走出去企业提供参考。更多还原

【Abstract】 In recent decades,China’s economy has developed rapidly,the construction industry has expanded rapidly,and the traditional domestic infrastructure has become increasingly perfect.With the economic globalization and China’s continuous expansion of opening to the outside world,domestic enterprises in all walks of life have begun to "go out",especially since the implementation of "the Belt and Road" Initiative,the trend of "going out" has accelerated,and state-owned construction enterprises are in the forefront of the overseas team.At present,the international geopolitical game between China and the United States is becoming increasingly fierce,and the global COVID-19 epidemic continues to spread.Domestic construction enterprises are facing unprecedented multiple pressures in their overseas business operations.As the main human resources of the overseas institutions and overseas projects of domestic construction units,the overseas employees are the backbone of the timely performance and profit of overseas projects,and are related to the international reputation of the company and even the country.As one of the first Chinese enterprises to "go global",CCCC has ranked first among ENR’s International contractors in Asia for more than ten consecutive years and become a leader in the construction of "One Belt and One Road".With the introduction of the "Overseas First" strategy,the overseas institutions,the scale of overseas projects and the number of employees sent abroad continue to increase.As its wholly-owned subsidiary,E company has been awarded the honorary title of AAA credit Enterprise of China’s foreign contracting Enterprises for many consecutive years,and thousands of Chinese employees have been stationed overseas all year round.How will they face different language and culture environment,hard life boring site as well as to the family’s miss such negative emotions into motivation,partly to maintain a stable foreign team put forward higher requirements,enterprises need to overseas in effectively motivate employees,to boost diplomatic staff morale,reduce field failure rate.Based on this,the author chose the expatriate staff of E company as the specific research object,combined with his seven-year overseas projects and three-year working experience in the headquarters of E company,based on the new situation of E company’s "14th five year plan" and overseas reform,investigated and analyzed the current situation and existing problems of the incentive scheme for expatriate staff,and designed a series of scientific and reasonable incentive schemes according to the actual needs of overseas employees,And put forward the safeguard measures for the implementation of the scheme,so as to continuously improve the work enthusiasm of employees stationed abroad and their satisfaction and sense of belonging to the company,so as to stabilize the overseas team,promote the sustainable development of human resource management of E company,and provide reference for other going global enterprises facing similar problems.更多还原