A Case Study On Localized Management Of Human Resource Related To Road H Project In Country G

The industry of contracting foreign projects will maintain relatively high growth rate in the next few years as Chinese government implements “going global strategy” and “Belt and Road Initiative”.Meanwhile,foreign project contractors will continually expand their business scale,which will result in their larger international market share and enhanced international influences.In this trend,more and more domestic large-scale foreign project contractors will enter into the international market,facing more and more challenges at the same time.In the whole process of contracting foreign projects,the staff management will be very complicated with the mixture of culture background,regional differences and the political appeal.Therefore,the effectiveness of human resource localization management of expatriate managers and local employees plays a particularly important role.Based on the project of H highway in Country G,this paper looks into a series of problems such as recruitment difficulties,trade unions interferences,the contradiction between the Chinese and foreign employees,and staff personal safety when Company D conducts human resource localization management.By combination of theories of economics,management and psychology,the author analyzes main causes of the problems mentioned above and proposed corresponding optimization strategies for human resources localization management.Through case studies,multidisciplinary theories and literature research,the author explores the problems existing in the localization management of human resources and corresponding optimization strategies.Not only for H highway project itself,but also for future foreign project contractors,this paper provides a way to improve international competitiveness.Related research also provides useful references for other foreign project contractors.