Research On Incentives For Labor Subcontract Teams Of State-Owned Building Construction Enterprises

Architecture industry is a pillar industry of Chinese national economy industry. With the development of real estate industry in recent years, architecture plays a more and more important role in national economy industry. Meanwhile, labor subcontract enterprises have constituted foundation of architecture industry. Architecture construction enterprises practice organization, guidance, coordination and management through subcontract units while formulating general progress plans according to enterprises so as to supervise subcontract units to complete a project in an ordered and effective way and gain profits. State-owned architecture construction enterprises which have created a great deal of wealth for the country are major tax payers of the country. In the context of declining management over subcontract teams from state-owned construction enterprises, it is urgent for every state-owned enterprise to enhance management over subcontract teams, improve the level of management over subcontract teams and incent subcontract teams with various favorable policies and approaches in order to create more profits.This paper has first of all introduced background and significance of this research. Through stating achievements regarding management over labor subcontract teams at home and abroad and research content, the author has put forward problems faced by state-owned architecture construction enterprises. After that, management approaches and incentive policies regarding subcontract applied by ZTJS Group for its the 21st project are take as an example to get an conclusion:the country should enhance and improve relevant laws and regulations so as to provide bases for management; state-owned construction enterprises (total package in general) should maintain a strict standard for subcontract teams, choose relatively stable teams with strong economic strength and high technical levels as partners and oppose the lowest bids; establish and complete an assessment system in the process, set highly operable assessment indexes, regularly organize ratings so as to identify excellent teams, gradually knock out inferior teams, reward the excellent and punish the inferior and incent subcontract teams with simple and basic on-site civilized construction ratings so as to give them sense of presence, stimulate workers’ enthusiasm and create more wealth for enterprises; promote real-name management so as to safeguard basic interests of workers, solve the problem of attendance checking and salary payoff, make workers get devoted to construction and production, liberate them from worries, avoid malicious unpaid worker events for enterprises and create a more harmonious and stable society; increase the intensity of training management staffs of labor subcontract teams, improve technical levels and moral criterions of workers, fulfill social responsibilities of a state-owned enterprise and create a more stable country.