人力资源管理外文翻译--中小企业招聘中的技能短缺（节选）

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1、中文5000字，3050单词 PDF外文：http:/ 2012 届 本 科 毕 业 论 文 外 文 翻 译  题目名称       Skills shortage and recruitment in the SME sector 中文题目      中小企业招聘中的技能短缺  来源        Gerald Vinten, (1998) "Skills shortage and recruitment in the SME sector",

2、 Career Development International, Vol. 3 Iss: 6, pp.238 - 242  英文原文：  Title: Skills shortage and recruitment in the SME sector Author(s): Gerald Vinten, (Southampton Business School, Southampton, UK) Citation: Gerald Vinten, (1998) "Skills shortage and recruitment in the SME sector&q

3、uot;, Career Development International, Vol. 3 Iss: 6, pp.238 - 242 Keywords: Human resource management, Job evaluation, Recruitment, Remuneration, Small-to-medium-sized enterprises, Training Article type: Research paper DOI: 10.1108/13620439810234491 (Permanent URL) Publisher: MCB UP Ltd Abstract:

4、Skills shortage and recruitment is an area of undeniable importance to the SME sector and a challenge for human resource management. This article reports on the findings from a study of people management in over 300 organizations employing typically between 20 and 200 people. It aims to provide a cl

5、ear understanding of how both larger and smaller SMEs recruit and select staff. It finds that the SMEs may have some advantages in the extent to which they can use flexible working patterns: a large number of companies use part-time workers, job-sharing and contracting out. However, full-time workin

6、g is still the most common form of employment. The article reports that the most popular method for establishing pay levels within SMEs is the value of the job to the organization, and the abilities or skills of the new employee. Most respondents to this survey felt that they had no skills shortage

7、problem. Introduction  The Institute of Personnel and Development (IPD) launched a major initiative "Managing People: The Changing Frontiers", to investigate the key issues facing personnel management. The IPD has recognized the importance of small and medium-sized enterprises (SMEs)

8、in  terms of their contribution to the economy and as a source of innovation in people management. It is in the tradition of recognition that may conveniently be dated from the Bolton (1971) Report.  As part of the "Changing Frontiers" initiative, they commissioned from the Profe

9、ssional Development Foundation a study of people management in organizations employing between 20 and 200 people. Over 300 companies co-operated in the research. In this article we concentrate on those findings which relate to skills shortage and recruitment.  Skills shortage and recruitment Th

10、is is an area of fundamental importance to the SME sector, and is a key area for human resource management (Vinten, 1996). There are two distinctions which affect human resource management in SMEs； first, that between internal and external labor markets and secondly between local and national labor

11、markets (Mahoney and Decktop, 1986). In larger firms there is a greater possibility of development and emphasis on an internal labor market to ll training needs. Such firms can also draw on national labor markets. It is often claimed that the SME employer is less likely to have the clearly articulat

12、ed promotional prospects to attract equivalent talent.  The assumption of a high degree of dependency in SMEs on outside factors for their human resource supply ignores the extent to which this can be moderated by the effect of local influences or fresh initiatives. A region may harbor a tradit

13、ion of inter-firm collaboration, say through subcontracting, which could moderate the external labor movement. There remains considerable disagreement on the employment opportunities offered by SMEs compared to larger firms. Some authors refer to the less formal and more personal forms of relationsh

14、ips in SMEs as being critical to increased efficiency through improved employee relations (Schumacher, 1989). However, others have questioned the view that interpersonal relationships are necessarily better in SMEs (Rainnie, 1989).  It is apparent that a clear understanding of how SMEs recruit

15、and select staff is needed. The SMEs in fact may have some advantages in the extent to which they can use flexible  working patterns. The patterns of working, methods used to recruit and factors taken into account to fix pay levels when recruiting were considered in the questionnaire.  A l

16、arge number of companies now use part-time workers, job-sharing and a considerable number use contracting out. However, fulltime working was still the most common form of employment.  Smaller organizations tend to rely on local advertisements and personal recommendations to recruit new staff. S

17、ome use is also made of recruitment agencies. Not surprisingly little use was reported of national advertisements. Among respondents with dedicated personnel staff, 46 per cent said they would not consult a personnel specialist for the recruitment of staff. Virtually all organizations used personal

18、references when selecting staff. However, while application forms are a popular selection tool, they are not used by all organizations 11 per cent of organizations reported not using them at all. Psychometric tests were used by 17 per cent of organizations and 29 per cent used personality assessment

19、s. On at least some occasions job samples or aptitude tests were used by 35 per cent of organizations surveyed. Those respondents with personnel training were noticeably more likely to use psychometric tests or personality assessments. However, they were used as a regular part of selection only in a

20、bout 1 in 10 cases.  The most popular method for establishing pay levels was shown to be the value of the job to the organization, and the abilities or skills of the new person. Comparison with salaries paid to others in the industry was also used, but less often. In contrast with practice in l

21、arger organizations, previous pay levels of the new person and the previous incumbent were considered unimportant in smaller organizations. The majority of respondents to the interviews felt that they had no skills shortage problem. Reasons given for this varied from retaining and retraining existin

22、g staff, to the existence of a large skills pool due in many cases to the last few years of recession:                No problem after the recession there are plenty of people with the skills we need looking for work. (Personnel Manager construction based business)