Building service management method

Abstract

The invention discloses a building service management method, including a construction management method, an attendance checking method, a credit investigation recruitment method, a capital borrowingmethod, an education training method and a professional skill certification method. The building service management method provided by the invention is mainly used for solving the problems of a disadvantaged group, large mobility, low wage, little education training, a high professional risk, a poor sense of belonging and the like with which peasant-workers in the building industry are confrontedat present, and can improve the management levels of a building development side and construction side.

Description

technical field [0001] The invention relates to the field of construction industry management, in particular to a construction service management method. Background technique [0002] With the continuous acceleration of my country's modernization process, the status of migrant workers in the construction industry has attracted the attention of all aspects of society. Starting from the age, gender structure, and education level of migrant workers in the construction industry, this paper analyzes and describes the current situation of migrant workers in the construction industry, and analyzes the overall characteristics of migrant workers in the construction industry: vulnerability, high mobility, high work intensity, and high occupational risk. The living conditions of urban construction workers are analyzed from three aspects: quality of life, protection of rights and interests, and social security, and working hours, wage income, living conditions, training conditions, insu...

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Problems solved by technology

[0003] In addition, most construction companies do not have special supervision, audit, inspection, and assessment agencies. They only rely on remote supervision from superior functional departments, or go to the construction site for inspection at the end of the year, so it is difficult to truly assess the real performance of the project.

It is obviously not enough to understand the situation only from financial, planning, and technical reports. It is impossible to accurately assess the completion of project responsibility objectives, and it is also impossible to accurately audit the final economic benefits of the project department.

At present, my country's construction enterprises generally lack such an effective evaluation mechanism for project management performance. The project management of enterprises is relatively blind. After the completion of the project, the level of enterprise management of the project cannot be effectively reflected.