人力资源外文文献及翻译--小企业的招聘与培训
小型企业人才招聘的问题及对策文献原文
INRODUCTIONEffective staffing helps minimize problems in an organization through recruiting and selecting qualified people using established criteria and predictors.Staffing is the process of matching appropriate people with appropriate jobs. From the viewpoint of organizations, staffing entails using HR planning information to determine the correct numbers and kinds of candidates, locating them, and then selecting those who are most likely to be satisfactory employees. From the standpoint of job applicants, the staffing process affects how they see jobs and organizations, and the likelihood that will be matched with jobs that are rewarding for them. Staffing consists of recruiting and selection.Many employers currently are facing shortages of workers with the appropriate knowledge, skills, and abilities (KSAs) in tight labor markets. There actually is not one but several labor markets that are the external sources from which employers attract employees. There are many ways to identify labor markets, including by geographical area, type of skill, and educational level. Some labor market segments might include managerial, clerical, professional and technical, and blue-collar. Classified differently, some markets are local, other regional, other national; there are international labor markets as well. To understand labor markets in which recruiting takes place, one must consider three different concepts: labor fore population, and applicant pool.The labor force population includes all individuals who are available for selection if all possible recruitment strategies are used. This vast array of possible applicants may be reached in very different ways.The applicant population is a subset of the labor force population that is available for selection using a particular recruiting approach. At least four recruiting decisions affect the nature of the applicant population:Recruiting method: advertising media chosenRecruiting message: what is said about the job and how it is saidApplicant qualifications required: education level and amount of experience necessary Administrative procedures: time of year recruiting is done, follow-ups with applicants, and use of previous applicant filesThe applicant pool consists of all people who are actually evaluated for selection. The applicant pool at this step will depend on the reputation of the organization and industry as a place to work, the screening efforts of the organization, and the information available to the applicant population. Assuming a suitable candidate can be found, the final selection is made from the applicant pool.The supply and demand of workers in the labor force population has a substantial impact on the staffing strategies of organizations. Internal labor markets also influence recruiting because many employers choose to promote from within whenever possible, and hire externally only for entry-level jobs. A discussion of these and other strategic to be made in recruiting follows.PLANNING AND STRATEGIC DECISIONS ABOUTRECRUITINGThe decisions that are made about recruiting help dictate not only the types and numbers of applicants, but also how difficult or successful recruiting efforts may be. Figure 2-1 shows an overview of these recruiting decisions. Recruiting involves identifying where to recruit, whom to recruit, and what the job recruitment will be. One key consideration is deciding about internal versus external searches that must be made.Figure 2-1 Recruiting DecisionsInternal Versus External RecruitingBoth advantages and disadvantages are associated with promoting from within the organization (internal recruitment) and hiring from outside the organization (external recruitment) to fill openings. Most organizations combine the use of internal and external methods. Organizations that operate in a rapidly changing environment and competitive conditions may need to place a heavier emphasis on external sources in addition to developing internal sources. However, for organizations existing in environments that change slowly, promotion from within may be more suitable.Internal RecruitingInternal recruiting means focusing on current employees and others with precious contact with an employing organization. Friends of present employees, former employees, and previous applicants may be sources. Promotions, demotions, and transfers also can provide additional people for an organizational unit, if not for the entire organization.Among the ways in which internal recruiting sources have an advantage over externalsources is that they allow management to observe the candidate for promotion (or transfer) over a period of time and to evaluate that person’s potential and specific job performance. Also, an organization that promotes its own employees to fill job openings may give those employees added motivation to do a good job.Job Posting and BiddingThe major means for recruiting employees for other jobs within the organization is through job posting and bidding, whereby the employer provides notices of job openings and employees respond by applying for specific openings. The organization can notify employees of job vacancies by posting notices via e-mail, or in some other way inviting employees to apply for jobs. Job posting and bidding systems can be ineffective if handled improperly. Job generally are posted before any external recruiting is done. The organization must allow a reasonable period of time for present employees to check notices of available jobs before it considers external applicants.Promotion and TransferMany organizations choose to fill vacancies through promotions or transfers from within whenever possible. Although most often successful, promotions from within have some drawbacks as well. The person’s performance on one job may not be a good predictor of performance on another, because different skills may be required on the new job. Also, in most organization promotions may not be an effective way to speed the movement of protected-class individuals up through the organization if that is an organizational concern.Current Employee ReferralsA reliable source of people to fill vacancies is composed of friends and / or family members of current employees. Employees can acquaint potential applicants with the advantages of a job with the company, furnish letters of introduction, and encourage them to apply. These are external applicants recruited using an internal information source. Some employees pay employees incentives for referring individuals with specialized skills that are difficult to recruit through normal means.Recruiting Former Employees and ApplicantsFormer employees and former applicants are also good internal sources for recruitment. In both cases, there is a time-saving advantage, because something is already known about the potential employee.Internal Recruiting DatabaseComputerized internal talent banks, or applicant tracking systems, can be used to furnish a listing of the KSAs available for organizations. Employers that must deal with a large number of applications and job openings have found it beneficial to use such software as part of a human resource information system.External RecruitingIf internal sources do not produce enough acceptable candidates for jobs, many external sources are available. These sources include school, colleges and universities, media sources, trade and competitive sources, employment agencies, executive search firms, and the Internet.SchoolsHigh schools or vocational / technical schools may be a god source of new employees for many organizations. A successful recruiting program with these institutions is the result ofcareful analysis and continual contact with individual schools.Colleges and universitiesAt the college or university level, the recruitment of graduating students is a large-scale operation for many organizations. Most colleges and universities maintain placement offices in which employers and applicants can meet.Media sourcesMedia sources such as newspapers, magazines, television, radio, and billboards are widely used. Whatever medium is used, it should be tied to the relevant labor market and provide sufficient information on the company and the job. When using recruitment advertisement in the media, employers should ask five key questions:What is the ad suppose to accomplish?Who are the people we want to reach?What should the advertising message convey?How should the message be presented?Where should it be placed?Trade and Competitive SourcesOther sources for recruiting are professional and trade associations, trade publications, and competitors. Many professional societies and trade associations publish newsletters or magazines containing job ads. Such publications may be a good source of specialized professionals needed in an industry.Employment AgenciesEvery state in the United States has its own state-sponsored employment agency. These agencies operate branch offices in many cities throughout the state and do not charge fees to applicants or employers.Private employment agencies are also found in most cities. For a fee collected from either the employee or the employer, usually the employer, these agencies do some preliminary screening for an organization and put the organization in touch with applicants.Executive Search FirmsSome employment agencies focus their efforts on executive, managerial, and professional positions. These executive search firms are split into two groups: (1)contingency firms that charge a fee only after a candidate has been hired by a client company, and (2) retainer firms that charge a client a set fee whether or not the contracted search is successful. Most of the larger firms work on a retainer basis.Internet RecruitingOrganization first started using computers as a recruiting tool by advertising jobs on a bulletin board service, from which prospective applicants would contact the company. Then some companies began to take e-mail applications. Now many employers are not only posting jobs and accepting resumes and cover letters online, but also are conducting employment interviews online.Flexible StaffingDecisions as to whom should be recruited hinge on whether to seek traditional full-time employees or use more flexible approaches. These approaches might include temporaries,independent contractors, or professional employer organizations (PEOs) and “leased”employees.Employers that use temporary employees can hire their own temporary staff or use agencies supplying temporary workers on a rate-per-day or per-week basis. The use of temporary workers may make sense for an organization if its work is subject to seasonal or other fluctuations. Hiring regular employees to meet peak employment needs would require that the employer find some tasks to keep employees busy during less active periods or resort to layoffs.Some firms employ independent contractors to perform specific services on a contract basis. However, those contractors must be independent as determined by the U.S. Dependent of Labor.Employee leasing process is simple: An employer signs an agreement with an employee leasing company, after which the existing staff is hired by the leasing firm and leased back to the company. For a fee, a small-business owner or operator turns his or her staff over to the leasing company., which then writes the paychecks, pays the taxes, prepares and implements HR policies, and keeps all the required records.The job can sometimes be changed specifically in order to alter the recruiting situation. A decision might be made to improve characteristics of vacant positions by raising salaries, increasing benefits, or redesigning the job for a different level of applicant. Also, jobs may be changed to reduce turnover and increase retention of employees, which means less need for recruiting and fewer empty jobs. Compensation is commonly used to improve retention, along with better opportunities for promotion and transfer, recognition, training, and benefits.RECRUITING EV ALUATIONEvaluating the success of recruiting efforts is important. General areas for evaluating recruiting include the following:Quantity of applicants: because the goal of a good recruiting program is to generate a large pool of applicants from which to choose, quantity must be sufficient to fill job.EEO goals met: The recruiting program is the key activity used to meet goals for hiring protected-class individuals. This is especially relevant when a company is engaged in affirmative action to meet such goals.Quality of applicants: There is the issue of whether the qualifications of the applicant pool are sufficient to fill the job openings, whereby the applicants meet job specifications and perform the job.cost per applicant hired: Cost varies depending on the position being filled, but knowing how much it cost to fill an empty position puts turnover and salary levels in perspective. Time required to fill openings: the length of time it takes to fill openings is another means of evaluating recruiting efforts. If openings are filled quickly with qualified candidates, the work and productivity of the organization are not delayed by vacancies.In summary, the effectiveness of various recruiting sources will vary depending on the nature of the job being filled and the time available to fill it. But unless calculated, the effectiveness may not be entirely obvious.SELECTIONNature of SelectionSelection is the process of choosing qualified individuals who have relevant qualifications to fill jobs in an organization. Without qualified employees, an organization is in a poorer position to succeed. Selection is much more than just choosing the best available person. Selecting the appropriate set of KSAs---which come packaged in a human being---is an attempt to get a “fit” between what the applicant can do and wants to do, and what the organization needs. Fit between the applicant and the organization affects both the employer’s willingness to make a job offer and an applicant’s willingness to accept a job. Fitting a person to the right job is called placement.More than anything else, placement of human resources should be seen as a matching process. Whether an employer uses specific KSAs or the more general approach, effective selection of employees involves using criteria and predictor of job performance.The Selection ProcessMost organization take certain common steps to process applicants for jobs. Variations on this basic process depend on organizational size, nature of jobs to be filled, number of people to be selected, and pressure of outside forces. The selection process shown in Figure 4-2 is typical in a large organization.Figure 4-2 selection process flowchartApplicant arrives at organizationReception and Job Preview / Interest ScreeningIn addition to matching qualified people to jobs, the selection process has an important public-relations dimension. Discriminatory hiring practices, impolite interviewers, unnecessarily long waits, inappropriate testing procedures, and lack of follow-up letters can produce unfavorable impressions of an employer. In some cases, it is appropriate to have a brief interview, called an initial screening or a job preview / interest screen, to see if the applicant is likely to match any jobs available in the organization before allowing the individual to fill out an application form. The job preview / interest screen also can be done effectively by computer. Computerized processing of applicants can occur on several different levels. Computers can search resumes or application blanks for key words. Hundreds of large companies use types of artificial-intelligence (AI) or “text searching” software to scan, score, and track resumes of applicants. A second means of computerizing screening is conducting initial screening interviews electronically. Computer-assisted interviewing techniques can use tools such as videotaped scenarios to which applicants react.The purpose of a realistic job preview (RJP) is to inform job candidates of the “organizational realities”of a job so that they can more accurately evaluate their own job expectations. By presenting applicants with a clear picture of the job, the organization hopes to reduce unrealistic expectations, thereby reducing employee disenchantment and ultimately employee dissatisfaction and turnover. A review on research on RJPs found that they tend to result in applicants having lower job expectations.Application FormsApplication forms are widely used. Properly prepared, an application form serves four purposes:It is a record of the applicant’s desire to obtain a position.It provides the interviewer with a profile of the applicant that can be used in the interview.It is a basic employee record for applicants who are hired.It can be used for research on the effectiveness of the selection process.Selection TestingAccording to the Uniform Selection Guidelines issued by the EEOC, any employment requirement is a “test”. Some employers purchase prepared tests, while other employers develop their own tests. Many people feel that formal tests can be of great benefit in the selection process when properly used and administered.Interpreting test results is not always straightforward, even if the test in valid. Individuals trained in testing and test interpretation should be involved in establishing and maintaining a testing system. Furthermore, the role of tests in the overall selection process must be kept in perspective.Selection InterviewA selection interview is designed to identify information on a candidate and clarify information from other sources. This in-depth interview is designed to integrate all the information from application forms, tests, and reference checks, so that a decision can bemade. Because of the integration required and the desirability if face-to-face contact, the interview is the most important phase of the selection process in many situations. Conflicting information may have emerged from tests, application forms, and references. As a result, the interviewer must obtain as much pertinent information about the applicant as possible during the limited interview time and evaluate this information against job standards. Finally, a selection decision must be made, based on all of the information obtained in the preceding steps.The interview is not an especially valid predictor of job performance, but it has high “face validity”---that is, it seems valid to employers and they like it. Virtually all employers are likely to hire individuals using interviews.BACKGROUND INVESTIGATIONBackground investigation may take place either before or after the in-depth interview. It costs the organization some time and money, but it is generally well worth the effort. Unfortunately, some applicants misrepresent their qualifications and background. According to one survey of employers, the most common false data given are length of prior employment, past salary, criminal record, and former job title.Legal ConstraintsVarious federal and state laws have been passed to protect the rights of individuals whose background may be investigated during pre-employment screening. States vary in what they allow employers to investigate. For example, in some states, employers can request information from law enforcement agencies on any applicant. In some states, they are prohibited from getting certain credit information. Several states have passed laws providing legal immunity for employers who provide information on an employee to another employer.Medical ExaminationsThe Americans with Disabilities Act prohibits a firm from rejecting an individual because of a disability. Also, the ADA prohibits asking job applicants any question relative to current or past medical history until a conditional job offer is made.Drug TestingDrug testing may be a past of a medical exam, or it may be done separately. Using drug testing as a part of the selection process has increased in the past few of years, though not without controversy. Employers should remember that such tests are not infallible. The accuracy of drug tests varies according to the type of test used, the item tested, and the quality of the laboratory where the tests samples are sent.。
中小企业招聘和培训的作用外文文献翻译最新译文
文献出处: ABDULI S. The Role of Recruitment and Training in SMEs’ Performance Growth in the Republic of Macedonia [J]. International Journal of Academic Research in Economics and Management Sciences, 2013, 2(2): 76-85.原文The Role of Recruitment and Training in SMEs' Performance Growth in the Republicof MacedoniaSelajdinAbstractHuman resources in every enterprise whether small or medium play an important role in achieving their goals. The careful management of labor force creates good opportunities in ensuring its efficiency in the process of production of goods and services that guarantees the welfare of the society. The survival of every enterprise is dependent on the effective management of human resources. Human resources planning estimate the real demand of its workers while seeing the difference between SME's current number of employees and future personnel need.In the process of recruiting and selection SME"s need to make sure that right people are on the right place at the right time. The area where enterprises operate is very dynamic and complex. Training and development of employees is necessary. With the increase of employees the number of enterprises that have specific sector of human resources increases as well. The evaluation and performance management of employees has impact on the increase of the effectiveness of the enterprise.The effective management of an enterprise needs to focus on reforms of educational system and professional development of its workers. Things like that need to make designs of programs and effective policies on the labor market creating of an efficient system of information in the labor market and overtaking steps of growing and development of an enterprise.Apart from the theoretical analysis of the issues mentioned above, the doctoral thesis is further supported by the empirical analysis, in which 150 small and mediumenterprises in the Republic of Macedonia are surveyed.Keywords: Human resource management, effectiveness, small and medium-size enterprises, recruitment, selection, training, performance1. IntroductionThe term human resources management (HRM) that is in massive use that refers to philosophy, politics, procedures and practices linked to management of employees in an organization. In the process of HRM a lot of attention is paid to the needs of employees of SME's. The intention of the program of human resources management is to increase the success of the organization and to develop personnel potential in a good way. HRM also says that that kind of planning has to be linked closely and has to serve to the strategic objectives in the best way of the SME's and their plans. There is a number of activities of HRM that will finally influence in the success and thrift of labor in the sector of SME's.The importance of recruiting, selection, training, development, personnel service in well known to managers of every institution nowadays. HRM and other functions have to work together to achieve success of SME's and to compete in the home market and abroad. The organizational success is described below in terms and criteria such as: legal consent, performance, employee satisfaction, fluctuation, promotion, number of complaints and number of accidents in the labor process. An SME has to achieve reasonable objectives in all of these components in order to be successful.2. Planning and career developmentIn the discussion of the ability to develop careers of employees we have to address three issues:Why do it? To know individual potential and aspirations of employees,When to do it? Throughout the whole year and have an official discussion, at least once a year. How to do it? ; Through discussion between the individual and themanager in order to reach agreement for the employees' potential and objectives. For most people, the process of discussion is unofficial, while their development plan corresponds with general development plan. An informal process that reviews the potential and career objective of individuals, all the time if needed is filed by the review council of the development of the individual.What needs to be done? ; The change of needs of those that want to build a career and those that want promotion, within the position they have. The discussion creates an opportunity to rise to the assignment or parallel shift to another post more appropriate for the employee.The performance matrix is used to evaluate its management. It presents the development of the employee according to his/her performance and his/her colleagues. The matrix is not a simple "Evaluated category". Its role is to help individuals to concentrate on the fields that they do best and increase their consciousness on the fields that they need to get better.There are two axis on the matrix: The vertical axis is named "management style" that can be high management style and low management style. The horizontal axis is named "business performance" that can be high performance and weak performance.It creates a possibility to have an indirect discussion of every individual that the place of work requires, so, not just a superficial discussion about achieved results. Figure 1-Performance matrixSource: Armstrong, 2009, p.163This gets done through a visual way-the individual is placed in an appropriate position in the matrix referring to the name of the axis. For example, a manager that has the ability to create a good relationship with people but is not very successful in selling will be placed in the upper left square number (1). However, the objective of the performance management is to be relocated in the upper right square (2) that shows a style of high management and at the same time high performance business in sales.Low performance management. Performance can be improved. The upper mentioned steps can be applied for employees that can achieve high performance or low. In any case, measures have to be taken to face those employees that do not meet their objective of work. For individuals of low performance Charles Handy suggests that we should "applaud their success and forgive their failure" (Armstrong, 2000, p.93). He suggests that mistakes can be used as a chance to get learn- "results will come only if the mistake has been forgiven truly. The opposite will happen if the lecture is taken as a reprimand and not as an offer of help".If employees that struggle are set straight comments made by Howard Risher have to be taken into consideration: "Low performance at work is good to be taken as a problem for which the employer and the way the company is being run are responsible factors. In fact, we can't say that this can't happen if employers are not managed with effectiveness". In other words, an old military proverb says: "there aren't any bad soldiers, there are only bad officers" (Armstrong, 2009, p.90).Low performance management is a positive process that relies on the given feedback throughout the year. Also, it looks into what can be done by workers to overcome the problems and how managers can provide assistance and support.Five basic steps necessary low performance management at work are (Armstrong, 2009, p.91): Define the problem. Analyze feedback. If possible, make an agreement with employees to determine where things went wrong. Feedback can also be takenfrom managers, but mainly it is created while working. This is achieved when employees are aware of their targets and standards, know what performance measurement will be used or receive feedback control information automatically or they can use it freely. In this way, they will be able to measure and evaluate their performance. If they are motivated and well trained, they take corrective action itself. So there is a feedback mechanism of self regulated media. This mechanism should be established by managers, more if you keep in mind that prevention is better than correction.Specify the reason or reasons of things not going right. When we ask for reasons for any lameness, managers should not necessarily try to blame someone else. Manager together with the employees have to find the causes of this problem. Just based on this analysis, we can decide on measures to be taken by the individual, manager or both. First we need to define external causes, which are beyond the control of the manager and the employee. Any factor that is under the control of both parties should be taken into account. It is important to determine whether the problem is caused by the employee: Whether he didn't get the support or appropriate instructions from his manager; he did not clearly understand what to do (lack of ability); could not make it (lack of proficiency); did not like to do it (attitude); decide and agree on the necessary actions.Actions may be taken by the employee, manager or both. These include: the employee will take steps to improve his skills and change behavior; changing employee attitude. He does not do this simply because they have ordered, but he realizes that some changes in his behavior can be useful not only for the company but himself as well; managers give more support or guidance; manager and employee work together to clarify objectives; manager and employee work together to develop skills and competencies. This is a way of cooperating- employees are expected to take steps to develop themselves, and managers offer required assistance in the form of training, coaching and giving experience. For each step taken, both parties must agree on how they will know if they have been successful. One way would be to organizefeedback, employees should be encouraged to monitor their performance and conduct further actions, all the time if necessary.Provide resources for action. Provide training, coaching, guidance, experience or the proper tools to create conditions that the action is done.Monitor and give feedback. As managers employees to monitor staff performance, provide given, taken and analyzed feedback and agree on further actions needed.3. Human resources planningIn response to these questions, human resource planning is associated with the following activities (Armstrong, 2009, p.485):Planning human resource needs. Planning human resource needs is a very important process because it precedes other management activities. This process should be given special attention because as it is known; workers constitute the majority of the cost of an organization. Also, only after the proper planning staff is done, SMEs can plan their personal development or career. For more look: Michael Armstrong, Armstrong's Handbook of Human Resource Management Practice, 11th Edition, Kogan Page, London, 2009, pp.485-495In the process of human resources planning in general, SMEs should consider the following questions to answer:* What is required of new employees and how much will be their number?* For how long employees are required?* How many of them are currently employed in SMEs?* How many of the requirements that the SME has for human resources can be met within it?* How many of the requirements that the SME has for human resources can be met outside of it?* What changes have occurred in the labor market that may affect the demand foremployees?Quantitative and qualitative evaluation of personnel that can remain available to SMEs during the period that the planning is done. The analysis should start from the current state of SME staff. This raises some questions that need to be answered: * What's the category of the staff?* What is the number for each category?* How is the distribution by sex and age in each category?* What skills and qualifications does the staff have?* How many staff members are eligible for promotions or parallel movements?* How successful was the enterprise in recruiting staff with specific skills?SMEs must have registered in the computer system all movements, transfers, and promotions flows that happen in them. This information is necessary to be generally renewed in a certain period of time and made available to the human resources manager and key managers of SMEs.Evaluation of the difference between personnel demand and available staff personnel. This last stage of human resource planning estimates the real demand of its employees to see the difference between SME employees currently available and it needs, to decide how to proceed in the near and distant future. Once these needs are determined advertised vacancies on SME are published.Once you define the needs for employees, the next step is to recruit employees. Recruitment and meet staff number. The recruitment process has become a more complex activity than in previous times when the human resources department staff could be based on recommendations made by current employees or to a notice placed at the door of SMEs. The recruitment process is aimed at attracting the most suitable people with the required qualities by providing a list of people who will go later in the selection process. Relevant manager and recruitment specialist are responsible for the implementation of the preliminary procedures and also selecting the most qualifiedcandidates and more convenient, which will then undergo an interview and testing. Applicants for job vacancies can be drawn from domestic or foreign banks, therefore the methods that are used in recruiting vary.Source: ABDULI S. The Role of Recruitment and Training in SMEs’ Performance Growth in the Republic of Macedonia[J].译文马其顿共和国中小企业业绩增长中招聘与培训的作用Selajdin摘要人力资源在每个中小企业实现自己的目标中都起着重要的作用。
招聘问题文献综述和外文翻译
毕业设计（论文）文献综述、外文翻译题目田华六公司第七项目部招聘问题研究姓名王瑞召学号4084 1701 1516系别管理系专业人力资源管理指导教师李鹏2012年05月25日田华六公司第七项目部招聘问题及对策研究参考文献综述4084 1701 1516 王瑞召人力资源管理的一项重要功能就是为企业获取合格的人力资源，尤其是在人才竞争日趋激烈的今天，能否吸引并选拔到优秀的人才已经成为企业生存和发展的关键，人力资源管理的吸纳功能因此显得愈发重要，而这项功能正是通过招聘录用来实现的。
作为人力资源管理的一项基本职能活动，招聘录用是人力资源进入企业或者具体职位的重要入口，它的有效实施不仅是人力资源管理系统正常运转的前提，也是整个企业运转的重要保证。
目前，许多学者在这方面进行了研究。
（1）刘白兰在《北大纵横》发表的文章《赢在招聘-人力资源招聘的营销时代》中认为，随着经济的快速发展，人员流动率的提高，企业面临越来越大的招聘压力，光靠人才市场，网络招聘，介绍等都不能满足企业发展对人的需求。
观点从多个角度诠释人力资源招聘已经进入一个全面的营销时代。
（2）Alan Lewis在《商业评论网》发表的文章《我们招聘如何做到文化第一，技能第二》中认为，员工对公司内部企业文化个价值观的认同要比能力和经验重要得多。
观点表明招聘到能融入企业文化的员工是保证更高留职率和更高敬业度的重要条件。
聘到能融入企业文化的员工是保证公司基业长青的最佳方式。
它带来了更高的员工留职率，更好的员工敬业度并且与客户的联系也更为紧密。
（3）麦肯锡在其个人出版的季刊上发表的文章《谷歌的人才管理方法》中认为，考察应聘者能否与其他员工和谐共处与考察应聘者的学历、智力、掌握知识的灵活性、激情和奉献精神同等重要。
文章强调了招聘中对团队能力的考察。
（4）董克用与叶向峰出版的《人力资源管理概论》表示能否招聘录用并选拔到优秀的人才已经成为企业生产和发展的关键。
招聘成为企业正常运转以及人力资源系统正常运转的重要保证。
外文原文及翻译----现代企业的人力资源管理
Modern Human Resources Management1.The general situation of human resource managementModern human resources management of enterprise roughly can divide into threelevels, tactics plan, and carry out plan. Three levels represent human resources management advance, can embody the transition from traditional personnel management to modern human resources management. We will welcome E era in the 21st century. In the face of the brand-new challenge, enterprises to obtain the competition advantage, human resources development and management can't be ignored. Through adapt to E era violent change and new challenge can promote enterprises’ organization system development, procedure recombination and management transformation. To promote latent energy of human resources become enterprise human resources management department’s chief duty.Among the course of enterprise management developing, it is not difficult to find that enterprise management have gone through production period and market period ,then enter the human resources leading period. We can say, at E era human resources will become direction of enterprises management. As we know, production period have kept quite a long stage, then we paid attention to products. Ford Motor was a vivid case of that period: Do you need the automobile which other colors? We only produce the black.Market leading is the trend of recent ten years domestic enterprises also pay attention to it. Its character is to pay attention to market trend, market require, and customer satisfaction. Products quality and service are the foundation of customer satisfaction. Product quality and service promoted, enterprise could keep the occupation rate of market.Enterprise will adopt human resources to E era main characters globalization, world net and knowledge. Enterprises must know the function of human resources in the development.First of all, knowledge and technology have cha nged the measure of enterprise’s wealth and competition rule. Knowledge is strategic assets of enterprise, enterprise is the organization which can combine, create, transmit and use knowledge. So whether enterprises have innovative knowledge, or heterogeneity technology be not coded, will promote enterprises to boost productivity in succession, promote and create the advantage in competition. As knowledge and technology’s medium (human resources) on behalf of special knowledge, technology and ability. Though science and technology and knowledge of enterprise invisible, knowledge, technology and ability’s medium (human resources) is realistic, and can manage, train and develop. So, human resources of enterprises become the key factor of enterprise’s mark et value. For instance speaking, the market value of Microsoft goes beyond GE.In era of knowledge-driven economy, the fundamental change takes place in enterprises’ competition. E-era is knowledge-driven economy era, the competition based on key ability of enterprise. According to McKinsey advisory company’s view so-called keyability mean organization’s a series of complementary technical ability and knowledge, it have made one or many aspects of business reach competition field first-class level. The cultivation of enterprise’s key ability will be based on information management. As to abroad position CEO, CIO, CKO (Chief Knowledge Officer), Chinese should be called chief knowledge officer or knowledge inspector. The responsibility is to promote staff knowledge and technical ability constantly, to guarantee organization’s competitiveness at high level.Secondly, networked development change traditional space-time conception, create one no demarcation and global working environment and vision. So, the development at full speed of the new technology, not only improved production efficiency, reduced the trade expenses greatly, but also made an impact to enterprise’s management. For example, application of computer and network technology, redistribute the power of enterprises. The development of communication means and network technology enable customer and staff getting more relevant information, improving reaction speed and flexibility. The development of technology will redefine working time and working model constantly. The development of information technology, make enterprises realize the important function of technology creator. More and more enterprises will improve the human resources management to quite important extent.Moreover, globalization has already changed the border of the competition. Enterprises will face unprecedented challenge. Global economy integration under trade liberalization will make multinational enterprises become important strength in international market competition. To obtain competition advantage under globalization background, enterprises’ administrators and human resources department must take human resources to program. They will set up new mode and procedure, train global sensitive sense and key ability. A lot of trans-corporation adhere “thinking globalization, take action locality” principle. It is the challenge that globalization bring to enterprises. The promotion of international competition must promote enterprises to dispose resources in the whole world, including human resources disposition in world wide. Management including problems as follows: the difficulty training, conflict of different culture and managing cross-culturally will become important problems of enterprise’s human resour ces management.2.E era: Deep change of human resources managementE era, knowledge and technology, network and globalization are the main character. New market, new product and new concept contain new thinking of enterprise’s key ability and management style. Human resources management in enterprise will take deep change: In the face of knowledge economy society, it demanding knowledge and information shared. Network make institutional framework do away with hierarchical system. On one hand, network tissue group replace regular working office or position. Inside enterprises, the group and the other group are independent and complementary, the comprehensive result of the sum greater than the part wholly. In this case, group depends on members’ ability (not post) and tusk. Performance of group is the standard to get reward. On the otherhand, network made middle management information sharing loser. So, high positions reducing in the enterprise, it made the traditional promotion way reduce. In adapt to the development of enterprise human resources system. The work is not a position but a task and the task changing constantly.In future, the steady, machinery, repeated work will be replaced by the machine. There only left mental work, creative work. The “knowledge worker” will utilize his knowledge and innovation ability, offer products and additional value of service. People no longer regard pursuing the senior managerial position as the main goal of job development. What they need are bigger autonomy and working elasticity, in order to give play to their higher production capacity. Thus, as the administrator, must be good at communicating and building the relaxed working atmosphere. With engineering level developing constantly, staff will be more and more important among enterprise. To meet staff working and life requests become E era one key goal of human resources management. The staff need get the fair and reasonable pay, get development self chance and condition. He need job security. In other words, enterprises will realize what the staff need is not work, but the vocation.As to above-mentioned changes, organization system redesigned should on background of human resources management of E era. E era, organization system will change produce, market, sale and research, development and financial departments. But implement a hierarchical system and network framework. In traditional pyramid institutional framework, it was ordering and control that emphasized, emphasis describing the staff’s task clearly, so the expectation to the staff of the organization is clear. To promote staff vertical means increase, improvement and high remuneration of status and responsibility. All information of human resources management concentrated on the supreme administration and supervision authorities. By contrast, in flat institutional framework, emphasize the mandate of the staff, and make up work group on commission. The organization encourages the staff to expand one’s own working content, improve the staff's common ability and flexibility. Train system and remuneration system support the promotion of competence. In networked organization, company will make up various kinds of work groups according to special ability to finish the specific task. The work group usually includes expert. In networked organization, emphasize the management of staff participation, construct the border of organization again. Over the past 5-10 years, industrial economy era occupy specializing in ordering with control decision and resource allocation to arrange status concentrate on management that make way for flexible organization system already. GE’s CEO Jack Welch said, “Guarantee and organize successful, the key is to let suitable persons to solve the most important business question. Whether he enterprises which grade and which position in organization.” It is the vivid portrayal of this mechanism. In practice, the most important thing is to let the staff step functional departments and work together, and guarantee they have the power of decision and information needed. Look from trend, human resources management emphasize staff individual and work group’s responsibility. Achievement of work group become the core, to encourage staff individual will become history.As the wide application of Internet technology, the competition and development will under the background “E-Business” times. It is obvious, management reconstruction and procedure recombination will become important means to break traditional rule and to obtain new competitive power. The rule of industrial economy can’t adapt to the growth and development of E-era. Human Resource Department is layman or servant of technology no longer, information technology will be got application in human resources management widely. The manpower resources management of enterprises will set up on enterprise’s network framework, and break through the limitation of the enterprise border. Research, exchange and communication inside and outside enterprises will be swifter. In human resources, employee’s relation, job vacancy, expert searches, employees training and support, and study remote will use Internet effectively.Internet technology can help enterprises organize and realize fictitiously management. Internet technology will help enterprises to set up the administrative system of knowledge, set up studying type organization, help enterprises to win competitiveness of long-term development. One organization must have abili ty on “how to study”, study ability will become competition advantage than rival.3.E era: Existence of the human resources managerIn E era competitive environment changing fast, it makes the managers face the change of human resources management field, play a role in transformation. More and more enterprises realize that set up competition advantage, the key is to make human resources management effective. The administrator on the senior level of enterprises places much hope on this. Enterprise’s human resources manager would meet the challenge of E era.First of all, enterprise's human resources administrator's duty will be liberated from homework, administrative affairs gradually, will engage in strategic human resources management more. So, enterprise manpower resources by the original non-mainstream functional department gradually become administrative department and strategic partner of business management. Among the 1994, American human resources management association meeting, council chairman Gale Parker point out, “Enterprise rebuild, structure recombination, scale simply require human resources managers to become CEO's strategic partners, help to plan, implement the organization transformation. The human resources managers participate in enterpri se’s plan to organize the operational activity more and more. They lead enterprises improvement, set up competition advantage, propagate function technology and act as the role propagator and promoter, and will responsible for staff's performance and produ ctivity etc.. Many foreign enterprises’ human resources directed by a vice president. It can improve human resources strategic value.As we know that traditional human resources management of enterprise can roughly be divided into two respects, one from homework, another strategic. So-called homework project mean attendance, personnel file administration, performance check and rate, wage and welfare administration and general affairs. And strategic project include manpower resources formulation, execution of policy, help on the middle and senior level selection ofexecutive, education, training, career of staff plan, organization development plan and retain staff for business development. Some non-central, traditional personnel management would be put out. It can promote competitiveness, because of the added value of homework is very low, and human resources manager divert his attention and be deviated from the important strategic affairs. Staff affairs should be managed by other “affairs department”. So, Enterprise’s human resources manager will be from that kind of administration of the past gradually. Role of general affairs and welfare committee would be changed. And become learning type organization, training pusher, senior advisor agent, strategic business partner, administration’s expert and improvement advocator.Secondly, manpower resources manager need to possess the corresponding global human resources management skill, he can understand and grasp the suitable professional knowledge. He required speak the same “language” to the business segments. Human resources administration is very important in the chain of enterprises day by day. It includes not only outside customer but also departments of enterprise. Human resource department should move towards “the service center” from the status “power center”. Human resources manager must possess a brand-new mode of thinking. And know customer’s need and how to offer these services.Finally, human resources manager should locate a new role. Michigan University Reich professor said, as helper of enterprise to get competitiveness, human resources management should pay attention to output of work. According to strategic policy, administration’s efficiency, the staff’s contribution and changing, these four kinds outputs of human resources management, Reich sum up 4 basic roles of human resources management. They are strategic human resources, mechanism structure, of staff management contribution, management transition and change.In order to realize the above-mentioned roles, enterprise’s human resources manager need master four major key technical skills.First, they should master the business procedure.Human resources employee becomes a part of core managing and management. They participate in the basic operational activity, have strategic business directions.Second, they grasp the manpower resources.It means that human resources management should guarantee basic managements and coordinate each other, and should bear the responsibility the executive function.Third, personal reputationIt means that human resources employee should possess good interpersonal influence, conquest ability and innovation ability.Fourth, grasp transformationIt requires human resources manager to understand how to lead enterprises’ improvement and recombination.现代企业人力资源管理一、现代企业人力资源管理概况现代企业的人力资源管理大致可分为三个层次，及策略规划、制度规划和作业执行。
人力资源中英文文献
The Development of Human Resource Management In China IntroductionWith the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more important role in today’s business activities. This report mainly discusses 3 questions about today’s human resource management. The first section discusses the changing function of human resource management in terms of 3 aspects which are staff-company relations, HR model development and HR strategies. The second section describes the exploring stage of HRM in China. System building, recruitment and motivation are the three aspects to support the opinion. The third section discusses the new challenges that HR managers in China may face. In this part, challenges from the changing business age, HR managers’ abilities to deal with uncertainty and ambiguity and solitary to collective activity are discussed.Question 1Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields. This section will mainly discuss the HRM’s change and expansion in the aspect of staff-company relations, HR model development and HR strategies as the following.In the aspect of the staff-company relations, the changing functions will be discussed from 3 aspects which are power factors, employees and motivational method. First, in terms of the power factors, 10 years ago the relationship between employees and the company was regarded as ‘Labor and Enterprise’ while nowadays more companies show understanding and respect for the human spirit. For example, Google China places a piano in the hall of the company and even set a kitchen and the washing machine for their employees (Jim Westcott, 2005). Second, in terms of the employees, employees are considered as thinking and rational beings around 10 years ago. The reason why they chose this company was the satisfactory salary. But today, staffs are considered as fully evolved, completely satisfied, mature human beings. Third, in the motivational methods aspect, the change is really huge. A decade ago, companies often drove employees through basic needs such as a big bonus. While therole seems to highlight people’s social and intellectual needs.In the aspect of HR model development, some human resource management functions have expanded during the past decade. One of the new products of human resource management is the HR outsourcing which support the core HR activities and business processes associated with HR administration. Outsourcing HR functions or processes is a viable decision for businesses, particularly those whose internal HR department has reached the limit of its effectiveness; businesses that want to access new programs or services (but don't want to incur the required investment), or those that want to focus on core competencies. The advantage of HR outsourcing is obvious: Obtaining access to (internally) unavailable expertise, skills, technologies; increased flexibility; reducing costs/reduce investment. This way has achieved great success in some countries, for example, Canada. Spending on HR outsourcing in Canada, is forecast to increase by more than 13%, on average, every year between 2005 and 2009 (Jim Westcott, 2005).The majority of HR strategies have been developed over the last decade. Twenty per cent of respondents indicate that an HR strategy has been in place at their institution for less than three years, 60% report that the HR strategy was developed in the past three to seven years and 20% indicate that the strategy is ten or more years old. These data reinforce the notion that HR management has taken on a much more strategic role within the past decade. The HR strategy in recruitment and retention can be discussed in long-term goals as well as shorter-term operational procedures. In terms of recruitment and retention some institutions are primarily concerned with short-term objectives. For example, one Canadian respondent stated that their HR strategy involves ‘an annual recruitment and retention plan that g overns academic staff hiring and retention for the following academic year’ (Ronold G Ehrenbdeg, 2005). Other responses highlight long-term objectives and broader issues relating to staff development and performance as well as policy and strategic planning for future institutional growth. For example, one Australian institution states that their HR strategy is concerned with ‘workforce planning, age profiling, attraction and retention issues, and reengineering the recruitment process’. The general focus of this strategyis on strategic planning for successive generations.Question 2With China's entering the WTO, modern enterprise management concept has been gradually accepted by Chinese enterprises and, human resources management has been developed and promoted in the majority of enterprises. However, as a management skill that gets access to China less than 30 years and faced with the cultural conflict, HRM in China still stays in the exploring stage.In the aspect of system building, human resources management system in China is imperfect still. According to the recent report of HR in China, less than forty percent of the enterprises have established the business development strategy combining with human resources management system. Furthermore, only 12.9% of them can really implement this strategy. What is more, employees’ career development planning, staff representation system, and the staff Rationalized suggestion are the 3 strategies that are not completed enough. Only 9% of the researched enterprise s establish and implement the employees’ career development planning (Zhao Yin, 2007).In terms of the recruitment, the forms of recruitment in Chinese enterprises are not diversified enough. Although the modern enterprises can recruit through more and more channels such as networks, an executive search firm, job fairs, campus recruitment, advertising media and so many ways that can provide companies with human resources information, the majority of the companies still choose form as job fairs. However, ac cording to the ‘2007 Human Resource Report’, the percentage of the surveyed companies which have been tried to recruit through network was 35%, which was 12% higher than that of the year 2006. Secondly, the technologies during the recruitment that the companies use are still in a growing stage. Only half of the enterprises plan to use professional test tool to find suitable staff. Ways like knowledge test, psychological test and presentation are introduced in China recently and are welcomed.The motivation in China is at a developing stage. Most Chinese companies have motivation strategies. Quite a few of them prefer to choose short-term and directmotivating strategies like paying. At present, China has 70% of the enterprises in accordance with different types of personnel to set different pay scales (Zhao Yin, 2007). Paying is a common kind of economic motivation. Paying incentives for executives directly show in their steady growth of income - wages, which is very intuitive. However, with the raise of exe cutives’ social status and overall ability, material and money are no longer the key point of motivation. Research from China Database, one of the most authority databases, show that 19.6% of the surveyed enterprises use virtual equity of the company as the long-term motivation methods and 18.9% of them use the form of giving share options as the long-term motivation, while 78.2% of the enterprises have not implemented the long-term motivation. As one of the ways to motivate staff, long-term also includes creating a platform for employees which may attract employees since they can exert their abilities fully. Question 3As the functions of human resource have changed since the 21st century, challenges are coming to the human resource managers in China. For China is still in the exploring stage mentioned in question 2, the challenges should be more than those in developed human resource management countries. In the information era, the economic era and the knowledge, the challenges for Chinese HRM managers are mainly from these three fields.The first challenges for HRM is the changing role of organizations from the Industrial Age to the Information Age. Work performed in factories by machines is being replaced by work in offices or at computer terminals. And instead of working with things, people increasingly work with ideas and concepts. Information and knowledge have replaced manufacturing as the source of most new jobs. Thus, taking charge of thousands of workers in a factory is not the typical functions of modern human resource managers. Although the numbers of employees may decrease, but the extent of difficulty will not decrease since employees are more knowledgeable and informative.Like the popular saying nowadays ’The only thing that doesn’t change is change’, with the development of the technologies, tools that human being use speed up thepace of people’s life. Thus the second challenge which may face the human resource manager is the abilities to deal with uncertainty and ambiguity. Static, permanent organizations designed for a stable and predictable world are giving way to flexible, adaptive organizations more suited for a new world of change and transformation. Emphasis on permanence, tradition and the past is giving way to creativity and innovation in the search for new solutions, new processes, and new products and services. Maintaining the status is less important than a vision of the future and the organization's destiny. We are used to dealing with certainty and predictability. We need to become accustomed to dealing with uncertainty and ambiguity.The next challenges will be the ability of HR managers to adapt from muscular to mental work (Alexandria, 1997). Repetitive physical labor that doesn't add value is increasingly being replaced by mental creativity. Routine and monotony are giving way to innovation and a break with tradition. In the past, people were considered to be merely workers, an old concept that associated people with things. Now people are considered purveyors of activities and knowledge whose most important contributions are their intelligence and individual talents. We are used to dealing with physical, repetitive manual labor; we need to become accustomed to dealing with mental, creative, and innovative work.What is more, another problem that may challenge HR managers in China is to organize employee to finish projects from solitary to collective activity (FangCai, 2005). With the rising difficulty of complex and technology, it is almost impossible for only one person to finish a project. Thus teamwork is supplanting individual activity. The old emphasis on individual efficiency (on which the total efficiency of the organization depended) is being replaced by group synergy. It's a matter of multiplying efforts, rather than simply adding them. We are used to individualized, isolated work; we need to change to high-performance teamwork. Thus the function of human resource managers is to offer the company the suitable person and coordinate the relationship among the team, especially in China, a country that highlights relationship and harmony very much.ConclusionThis article first analyses the changed functions of human resource management nowadays. In terms of the staff-company relations, a trend of closer and humane relationship between staff and companies emerges. The model of HR outsourcing is showing its strong competitiveness and may become one of the main way that HR management to use. Secondly, this article states that China today still stays in the exploring stage of human resource management. The uncompleted HRM system building, the single form of recruitment, the growing interview technologies and the lack of long- term motivation in Chinese enterprises, all these facts shows that China has a long way to go in the development of HRM. Thirdly, Challenges for HRM managers in China are tough and numerous. Changes from the Industrial Age to the Information Age, stability to change, muscular to mental work lead the challenges for Chinese HRM managers. To sum up, it is a long way to go for the development of human resource management in China.人力资源管理在中国的发展导言随着二十一世纪的到来，人力资源管理作为一个相对较新的管理问题，扮演了一个越来越重要的作用在当今的商业中。
人力资源英文文献翻译及参考文献英语论文
人力资源英文文献翻译及参考文献-英语论文人力资源英文文献翻译及参考文献参考文献[1] 黄海阳. 工业品企业的品牌营销策略[A]. 营销传播网[2] 中国机械工业质量协会编. 机械工业质量管理教程[M]. 北京：中国科学技术出版社，2001.5[3] 菲利普.科特勒. 市场营销管理[M]. 北京：中国人民大学出版社，1997.1[4] 张德鹏. 市场营销学[M]. 广东：广东高等教育出版社，2005.12[5] 陈荣秋 . 生产管理[M]. 北京：高等教育出版社，2005.6[6] 论文网[J] 2006.3.23[7] 张富山. 顾客满意[M]. 北京：中国计划出版社，2001.4[8] 保罗•斯图伯特. 品牌的力量[M]. 北京：中信出版社2001年版[9] 克劳斯比. 零缺点的质量管理[M]. 北京：中信出版社，2000[10] 纪宝成. 市场营销学教程[M]. 北京：中国人民大学出版社，1989[11] 马林、尤建新. 高等院校ISO9001质量管理体系建立与实施指南[S]. 北京：中国标准出版社，2006.3[12] Murgatroyd,S.1992.A New Framework For managing Public Schools[J]: Total Quality Management. School Organization,Vol.12,No2,1992[13] Bradley A Winn, Kim S Cameron. Organizational Quality: An Examination of the Malcolm Baldrige national Quality Framework[J]. Research in Higher Education ,Vol.39,No.5.1998,p498-513[14] Breygogle,F.W., Implementing Six Sigma, John Wiley &Sons,Inc[N]., New York, New York,1999[15] Brown. Daniel J; Koenig. Harold.F. Applying Total Quality Management to Business Education[M]. Journal of Education for Business,1993(16)目录1 绪论 12 问题分析 22.1第一阶段：生存期 22.2第二阶段：发展期 22.3第三阶段：成熟期 22.4第四阶段：变革期 23 问题解决 33.1组织管理体系 33.2薪酬激励体系 33.3绩效管理体系 33.4职业发展体系 44 建议 55 外文文献原文 8实施人力资源变革，促进管理升级Bruce G Charlton1 绪论1985年哈佛商学院终身教授麦克.波特提出“价值链”理论，表明企业的价值创造是通过一系列活动构成的，这些活动可分为基本活动和辅助活动两类，基本活动包括内部后勤、生产作业、外部后勤、市场和销售、服务等；而辅助活动则包括采购、技术开发、人力资源管理和企业基础设施等。
小型企业的招聘——过程、方法和问题[外文翻译可编辑]
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外文翻译原文：Recruitment in small firms——processes,methods and problemMarilyn CarrollAbstract The article summarises findings from recent case study research into recruitment in small firms. The research aims to ascertain whether small firms follow the procedures outlined in the prescriptive literature on recruitment, and to what extent they rely on informal recruitment methods. It finds little evidence of the adoption of the recommended systematic procedures and a high use of “tried and trusted” methods incl uding word-of-mouth recruitment and the hiring of “known quantities”. The implications of this are examined. While these methods have certain advantages, they may also give rise to a number of problems. The study argues that the adoption of more formal procedures and methods could reduce staff turnover in small firms and its associated costs. However, it concludes that many small employers would remain unconvinced by the case for opening up recruitment channels, and may find their existing approaches more cost effective in the short term.IntroductionA considerable quantity of prescriptive literature is available to managers responsible for recruiting staff aimed at helping them to increase the chances of finding the right person for the job. Most of this advice, however, seems to be aimed at large organisations. Assumptions are made about the degree of formality which would normally characterise the recruitment process and the extent to which employers are likely to adopt systematic and proactive searches for new recruits. In contrast, relatively little material is available specifically for small firms. As Hendry et al.(1995, p. 14) note, “training and human resource management advice to smaller firms has been monotonous in its prescription of large-scale solutions”. Recruitment in the case study firmsAlthough some firms might be considered to be too small to offer opportunities for career progression or movement into a different type of work, there was a great deal of evidence of the operation of internal labour markets. Reasons given by the respondents were “to motivate people”, “to encourage loyalty to the firm”, “better the devil you know”, or because a lower level vacancy would be easier to fill externally. In the hotel and catering sector and solicitors firms there was most scope for internal promotion. Hotels and catering sector managers tried to identify people with aptitude and ability and promote them into a more senior or supervisory role when a vacancy arose. Those solicitors’ firms which took tr ainees said they liked to keep them on if possible after they qualified and there is a recognised career path to associate, salaried partner and equity partner. In the printing and road haulage sectors there were very few opportunities for promotion because of the nature of the work. However, printers sometimes had the opportunity to move on to operating a bigger machine and drivers to a larger vehicle. The nursing homes, however, found it most difficult to offer opportunities for career progression because, for a care assistant, this would mean leaving to undertake formal nurse training.Closed searches were among the most widely used recruitment methods in the case study firms. All had used recommendations from staff, 27 per cent had found staff through a network of contacts in the industry and 13 per cent had poached staff directly from competitors. One printing company had been able to fill all its vacancies by these methods since starting six years ago. Employing friends and family members of existing staff was especially common in the hotels and catering, road haulage and nursing home sectors. The view was expressed that people recruited in this way were more likely to “blend in” well. In the hotels and catering sector, especially for jobs which involve cash-handling, some knowledge of the background of the potential recruit was thought essential. However, a few employers expressed reservations about employing friends and family members because “if you fall out with one you lose two”. For solicitors the r ecruitment of fee-earners “through the network” was widespread including offering employment to solicitors who had worked for “the other side” in a case. The firms had ample opportunities to assess the capabilities ofpotential recruits, by observing how they performed in court, for example. Attitudes towards poaching staff varied. While some interviewees would poach staff without any reservations, others regarded the practice as “unethical”. As the manager of an Indian restaurant put it, “it happens very often round here but I don’t do it to other people because I don’t like it happening to me”. Sometimes competent staff were “poached back” after leaving to work for another employer and, indeed, the hiring of former employees was common, especially in the road haulage industry, where drivers often moved around from one company to another. In all sectors, apart from road haulage where drivers have to be at least 21 to train, some firms recruited direct from local educational establishments. Typical reasons for using closed searches included the belief that an existing member of staff is unlikely to recommend someone unsuitable, the preference for a “known quantity”, and valuing someone who would “fit in”. Only two of the interviewees (solicitors) expressed res ervations about informal, word of mouth recruitment because of the equal opportunities implications, and because it was thought preferable to consider “the whole field”.Responsive recruitment methods were also widely used. Over half looked at former applications again if a similar vacancy arose. Similarly, over half would offer work to casual callers who contacted the firm either by telephone or in person, provided there was a vacancy and the person was suitable; 70 per cent kept a register of interested applicants or a file of CVs. To some extent, this approach is rather less proactive than the others, relying on a pool of potential recruits who had happened to contact the firm. On the other hand, it could be argued that these individuals utilised their initiative in seeking work, and might be all the more attractive to employers because of this.Of the more formal “open search” recruitment methods, advertising in Jobcentres and the local press were the most common. Jobcentres were routinely used by almost all the case study firms, at least for some categories of staff. The advantages of Jobcentres were said to be that they are free, and the advertisement stays in until the vacancy is filled. However, while some interviewees found the Jobcentres to be a good source of new recruits, others expressed dissatisfaction with the standard ofservice offered. The most frequent complaints were that candidates were “not properly vetted”, they frequently failed to turn up for interview, or they were “not really interest ed in finding a job”. Fewer firms used other recruitment agencies, mainly because they were regarded as expensive. Specialist driver agencies were criticised by the road haulage companies, with only two having used them, and then merely as a last resort. O nce again, the people on their books were thought to be “not properly vetted”, inexperienced, or not looking for permanent, full-time work. Although most firms had advertised in the local press, some only did so when less expensive methods had failed to produce a suitable candidate. The whole process of advertising, an initial telephone screening (sometimes), sifting through CVs or application forms, shortlisting, interviewing, checking references (possibly) and making a selection decision was thought to be not only costly in terms of management time, but was regarded as a “hit and miss affair”. Only three firms had advertised in the national press, and in each case this was a “one-off” to fill a management position rather than being used as a regular recruitment method. Specialist journals were, however, more widely used, especially by the solicitors’ firms. Another open search method popular with the bars and pubs was placing a notice of the vacancy in the bar itself, which was felt had the advantage of attracting the same type of person as the establishment’s customers. Other open search methods of recruitment used by the nursing homes were placing notices of vacancies in post offices and newsagents and, in one case, advertising on local radio.Having reviewed the extent to which these firms followed prescriptions about the recruitment process and the methods they used to attract staff, we can now turn to an assessment of the problems encountered in recruitment. Despite using a variety of methods, several of the case study organisations reported difficulties attracting staff. In some cases these difficulties were compounded by high staff turnover rates so that, despite their small size, the firms had ongoing recruitment drives, involving permanent advertisements in the Jobcentre and/or regular advertisements in the local press.None of the employers had actually calculated the direct and indirect costs ofrecruitment and, indeed, some said they would rather not know. Typical responses were “it’s a necessary evil” and “I don’t need anything else to horrify me”. Although several of the employers admitted to having made expensive mistakes, generally high levels of satisfaction with recruitment methods were expressed. Most employers used a range of different method s and many said “I don’t know how else we’d do it”. Where there were problems, they were thought to stem from a shortage of suitable candidates, rather than recruitment methods as such.ConclusionsThe main purpose of this paper has been to outline and analyse the ways in which recruitment takes place in small firms, drawing on data collected during 1998 from a sample of 40 organisations in the North West of England. The project focused on five diverse industries (hotels and catering, road haulage, nursing homes, printing and solicitors) in order to examine recruitment in a range of circumstances, including workplaces where there are significantly different proportions of men and women in employment. Despite this diversity, we can not claim that the findings are capable of generalisation to the workforce as a whole, although it is highly likely that similar processes, methods and problems are observable in other workplaces. Once the more detailed results from the 1998 Workplace Employee Relations Survey (Cully et al., 1999) become available, it may be possible to draw wider conclusions about employment practices in firms employing ten or more people.There are a number of implications from these results. First, the “core/transient” model proposed by Holliday gains support from our study, and is a much better way of characterising the employment relationship in small firms than the core/periphery model which is so widely quoted. We would like to suggest that the use of stability indices for labour turnover would be rather more effective than simple labour turnover calculations expressed in terms of wastage rates; indeed, in several of these organisations, many new recruits did not last longer than a few days. In many cases there was an almost fatalistic acceptance of high turnover rates. Managers in small firms seem unaware of the “costs” of recruitment which tend to become manifest if employees leave within a few days of starting, if they fail to perform at a satisfactorylevel or employers have to appear before an employment tribunal to defend their actions. Second, given that small firms are generally recognised as a major source of new employment opportunities, despite the publicity gained by large employers which open new establishments, it is worrying that their recruitment practices tend to be “exclusive” in nature and often not “open” to applicants who fail to find out about these opportunities. Third, the dominant emphasis at the recruitment stage on “interpersonal fit”, while understandable, is potentially unstable given that relationships change over time and previously-close friendships can be broken. Similarly, the highly personalised management styles which characterise small firms can lead to reassessments of employee worth and contribution, with the danger that once trust has been lost it is almost impossible to maintain professional working relationships. Often the result is a “forced” dismissal or resignation.Of course, the key question remains of whether or not small firms should be encouraged to adopt more systematic recruitment processes and methods, and if so how this might be done. With some exceptions, it is unlikely in our view that small employers would be convinced by the moral and ethical case for opening up recruitment channels so as to widen the net and attract other applicants. The business case might be more persuasive, as too would examples of firms which had saved money in the longer term from more systematic recruitment – such as through lower levels of labour turnover in the early stages of employment, through better quality work and less defects, through employees offering alternative perspectives on work, or through less need to discipline or dismiss employees on grounds of poor performance or misconduct. Ultimately, however, the business case is also fragile as employers may find it more cost effective in the short term to continue with existing relatively amateur approaches. Whatever happens, it is clear that small employers need to give rather more thought and attention to the management of employment than is currently the situation.Source：Employee Relations . P236-250, 1999译文：小型企业的招聘——过程、方法和问题玛丽莲卡洛儿[摘要] 本文从最近的案例中总结了小企业招聘的研究成果，本研究以确定是否跟进小企业的招聘程序的规范性为文学的概述，以及在何种程度上依赖于非正式的招聘方法。
员工培训外文文献综述
员工培训外文文献综述第 1 页目录1、LiteratureResearch ............................................................... .........................................................................2 2、外文文献翻译 ..................................................................... ................................................ . (5)1、Literature ResearchEmployee training needs theoretical guidance of staff training inthe theoretical understanding of ambiguity, will lead to blindness training .The guiding theory of employee training, with the production technology, expansion of business scale and gradually developed.First, scientific management and staff skills trainingThe late 19th century, early 20th century, the United States such as Taylor and Gilbreth first to emphasize the importance of training.Taylor is the father of scientific management theory, and his major works include "piecework" system, "Plant Management", "scientific management principles and methods", "scientific management" and so on.As theresults of his theory first time in history of science from the experience up.He found that the main reason for low productivity workers are lack of training, Without the correct operation method andapplication of tools, so he carried a lot of tests in the factory. He also studied tools, machinery, materials and standardization of the work environment, and the basis of these findings to develop more scientific work day fixed, and the completion of these fixed, standardizedtools.Gilbreth also shoot video with the method of recording and analyzing the operation of the workers movement, to find the best reasonable action to improve efficiency.This time they are through the use of research, action research methods to made standard operating method, according to this standard method to train workers.Taylor said: first-class workers are not fall from the sky, is trained by scientific training, and in the past, the training is his thing, by their own plans, their implementation, and now, training is something the factory, the specialized agencies and staff, to make standardized tools and standardized methods of operation complete control by the workers, it must be systematic, scientific training, we must take the workers one by one by a qualified teacher, with the new operating practices to train until the workers are able to continuously and used to operate in accordance with scientific rules ("Principles of Scientific Management").Taylor and Gilbreth and others from the research can be seen, with their emphasis on training is the training of staff operating skills.Second, behavioral science theory and the attitude of staff training Scientific management theories that focus on aspects of theproduction process, the human body as a machine accessories, arousedstrong resentment among the workers, so some scholars began to physiology, psychology, sociology and so starting to study the human enterprise work motivation, emotion, behavior and the relationship between work and so on, so how in accordance with the laws of human psychological development to stimulate their enthusiasm and creativity of the behavioral sciences is adopted.30 years of the 20th century, the United States in the Western Electric Company psychologist Mayo's Hawthorne plant belongs, for the determination of various factors on the degree of production efficiency of thelast eight years, a series of tests, this is the famous Hawthorne Experiment .The experiment, Mayo and others found that: the working environment, working conditions, good or bad as people are not expected to affect workers as labor productivity; people are "social" and, therefore, staff morale, job satisfaction, can be appreciated is also an important factor affecting labor productivity.In 1943, the famous American psychologist Maslow proposed "hierarchy of needs" that: human needs can be divided into five levels: (1) physiological needs; (2) safety needs; (3) the feeling of belonging; (4) respected; (5) self-realization.These five requirements are based on (1) to (5) from low to high order, and under normal circumstances, only in the lower level needs are met before to meet higher level needs.The late 50s, Maigeleite put forward that people who have self-realization will actively work and willing to take responsibility.Staffattitude, emotional, demand will affect the level of productivity gains, therefore, focus on skills training to employees after the theory in the behavioral sciences under the guidance of staff training to enhance knowledge, skills training, while more and more attention the attitude of the staff training.Focus on training staff on the proper values, corporate philosophy, positive work attitude, good habits, and the pursuit of higher goals.Thus, training to become a specialized profession, training content, constantly deepening and expanding.Since the 60s of the 20th century, people began to study the leadership style of management satisfaction with the relationship between workers, making the lower staff training from a focus on staff training to focus more on the changes on the training of managers.Third, knowledge management and staff learning, innovation training 2l century is the era of knowledge economy, knowledge-based economy is built on the basis of knowledge and information economy, knowledge and information based on the production, distribution and use of the direct basis of the economy, knowledge is to improve the productivity and economic growth.And the knowledge economy corresponding to the management theory is knowledge management, knowledge management is a knowledge resource for institutional information and the systematic management of science.The practice of knowledge management work generally consists of three aspects: (1) through the establishment of institutional knowledge base and set the body of knowledge managers need to master the knowledge and the systematic collection of resources,filtering, sorting, storage, to new knowledge in order to extract organization personnel at any time and apply them to practical work and learning; (2) to promote the exchange of knowledge within theorganization and sharing, and communication process with the new knowledge resources to conduct precipitated into the body of knowledge library; (3) personalized tool to helpcustomize the management of personnel within the organizationspecific knowledge resources required to improve the efficiency of work and study, and to facilitate personal knowledge management.Era of knowledge economy, knowledge to the average 5-year agingcycle for each individual business, only continuous learning, innovationis the only way out, a lot of business decision-makers are concernedabout whether their company has such a capability.Bideshengji's "TheFifth Discipline," a book stressed: "Only by learning the business willbe competitive," "You have to learn than your competitors, faster."So it proposed the establishment of "learning organization."The development of information technology provides a powerful knowledge management tool, knowledge management is to create a platform for learningorganizations.Learning organization is a stable platform fordeveloping creative talent and organizational security.Because, in theera of knowledge management, the significance of employee training is learning ability and creative ability of the training, the ultimate goal of training is to form a self ranging from under a full learning culture.In summary, the guiding theory of corporate training experience, from scientific management to knowledge management, behavioral science and then to the three stages of staff training has also gone through training from skills training to approach and then to learning, innovation training, three processes, factors that promote this development process the technology's progress and expansion of business scale and economy of development.2、外文文献翻译企业员工的培训工作需要一定的理论作指导，在理论上对员工培训工作认识含糊，会导致培训工作的盲目性。
人力资源外文文献及翻译--小企业的招聘与人才发展
人力资源外文文献及翻译--小企业的招聘与人才发展简介这份文档涉及小企业的招聘和人才发展方面的外文文献及其翻译。
以下是对几篇外文文献的简要介绍和翻译。
简介这篇文章探讨了小企业在竞争激烈的市场上吸引和留住人才的招聘策略。
翻译小企业招聘策略：在竞争激烈市场中吸引和留住人才这篇文章研究了在竞争激烈的市场环境中，小企业如何制定招聘策略来吸引和留住人才。
作者提到，小企业在人才招聘方面面临诸多挑战，如有限的资源和品牌影响力。
为了解决这些问题，作者提出了一些简单而实用的策略，包括明确定位公司文化和价值观，提供具有竞争力的薪酬和福利，建立良好的员工关系和沟通渠道。
通过采用这些策略，小企业可以增加其吸引力，引起人才的注意并留住他们。
外文文献2：The Importance of Training and Development in Small Businesses简介这篇文章强调了培训和发展在小企业中的重要性，并探讨了如何有效地进行培训和发展。
翻译培训和发展在小企业中的重要性这篇文章指出，在小企业中，培训和发展对于提高员工能力和增强企业竞争力至关重要。
作者强调了建立和实施有效的培训计划的必要性，以确保员工具备所需的技能和知识。
文章还提到了一些培训和发展策略，如提供内部培训机会、雇佣专业培训师和建立导师制度。
通过这些策略，小企业可以促进员工的职业发展，提高其绩效，并为企业的长期发展打下基础。
外文文献3：Innovative HR Practices for Small Businesses简介这篇文章介绍了一些小企业可以采用的创新人力资源实践，以增加竞争力并吸引和留住优秀人才。
翻译小企业的创新人力资源实践这篇文章介绍了一些小企业可以尝试的创新人力资源实践，以增强其竞争力并吸引和留住优秀人才。
其中包括采用技术工具来简化招聘和培训过程，实施弹性工作制度以满足员工的个人需求，提供具有竞争力的福利和奖励计划，以及建立开放式沟通和员工参与的文化。
人力资源管理文献英文
人力资源管理文献英文Human resource management literature refers to a diverse range of materials, including books, research papers, articles, and case studies that explore various aspects of HR management. The literature discusses the strategies, policies, and practices used by organizations to manage their human capital effectively and efficiently. The following document discusses the various components of the human resource management literature, which are essential for organizations to build and maintain a sustainable workforce.Recruitment and SelectionRecruitment and selection are critical components of human resource management. An effective recruitment process helps organizations identify and hire talented employees who can contribute to the organization's success. In contrast, poor recruitment practices can lead to high employee turnover rates, decreased morale, and reduced productivity. The recruitment process involves creating job descriptions, advertising job openings, screening resumes, interviewing candidates, and finally making job offers. Organizations may use various recruitment methods, such as social media, job portals, and employee referrals, to attract potential employees.Selection is the process of choosing the most suitable candidate for a job based on specific criteria. Selection processes include conducting background checks and skills assessments. The literature suggests that organizations should use valid and reliable selection methods to ensure that they are hiring the right people for the job. This is particularly important as poor recruitment and selection processes often result in high levels of employee turnover and a reduction in employee morale and productivity.Training and DevelopmentTraining and development are essential components of human resource management. Organizations invest in employee training and development to enhance their skills, knowledge, and abilities, thereby improving productivity and organizational performance. The literature suggests that employee training and development should be an ongoing process rather than aone-time event. The training process involves identifying training needs, designing training programs, and implementing and evaluating training programs. Development programs aim to prepare employees for future roles, and these may include mentoring, job rotations, and leadership training.Performance ManagementPerformance management is another critical component of human resource management. It is the process of evaluating employee performance and providing feedback to help employees improve. Performance management involves settingperformance goals, monitoring progress, and providing feedback to employees. The literature suggests that an effective performance management system has several benefits, including improved productivity, increased employee engagement, and reduced time spent on employee disciplinary procedures.Compensation and BenefitsCompensation and benefits are the incentives that organizations offer employees to attract them and retain them. The literature suggests that compensation and benefits should be fair and equitable, based on job responsibilities and market trends. The compensation and benefits package should be reviewed and updated regularly to ensure that it remains attractive to potential employees. The benefits package may include health insurance, retirement plans, vacation and sick leave policies, and other perks aimed at motivating employees.ConclusionIn conclusion, the human resource management literature provides organizations with insights into how to manage their human capital effectively. The literature has identified several components that are essential for organizations to build and sustain a high-performing workforce. These include recruitment and selection, training and development, performance management, and compensation and benefits. An effective human resource management system that integrates thesecomponents can help organizations achieve their strategic objectives and maintain a competitive edge.。
小企业的招聘与培训人力资源外文文献及翻译大学论文
Recruitment and training in small firmsAbstractThe hospitality and tourism industries are two of the fastest growing and most dynamic sectors of the UK economy. Both industries are highly labour intensive and, because of this, the effective management of human resources is critical to their success. A defining characteristic of these industries is the high incidence of small firms. The issue of training in the small business sector in general has been neglected by academics and management specialists and this is also the case specifically in tourism and hospitality. This article goes some way to address this gap in knowledge and examines the recruitment and training practices of small tourism and hospitality firms. The issues examined include sources of recruitment, the extent to which small tourism and hospitality firms had training plans and training budgets, participation, and evaluation of training.Keyword(s):Recruitment; Training; Small firms; Hospitality; Tourism.BackgroundSmall firms and trainingAlthough definitions of small firms have been extensively debated, there is no disagreement that the most commonly found tourism or hospitality enterprise is small (Thomas, 1998). To date, very little research has been conducted in these organisations. This is no surprise and as Matlay argues:The issue of training in the small business sector of the British economy has largely been neglected by academic researchers and human resource planning, development and management specialists who, until recently, were content to suggest solutions which were more relevant to the businesses strategies of larger firms (Matlay, 1996, p. 648).This is supported by Johnson and Gubbins (1992, pp. 28-9) who suggest that:relatively little is known about the extent, nature and determinants of training in small and medium-sized businesses, either on a national or on a local basis.It is argued that with the growth of tourism and hospitality and the importance of human resources within them this neglect should not continue.Research conducted in hospitality and tourism firms of all sizes has discovered that informality and a relatively unsophisticated management style characterise the approach taken towards recruitment and training (Goldsmith et al., 1997; Price, 1994; Lucas, 1995; Baum, 1995). Research on recruitment and training in small firms in general (Jameson, 1998) has also indicated that an informal approach towards the management of human resources is the norm in these firms. One of the major themes in small business literature has been the examination of the informality of relations between employers and employees. A correlation has been found to exist between the size of firm and level of formality in various sectors of the economy (see, for example, Scott et al. (1989); Curran et al. (1993)). Research conducted specifically in hospitality firms (Price, 1994, p. 49) found that:one of the main findings from the survey was the importance of the relationship between establishment size and employment practices … there was a strong correlation between size and the extent to which establishments had introduced personnel policies, procedures or other arrangements which met the requirements of employment law.The significance of this relationship cannot be underestimated and must be borne in mind when interpreting the results on recruitment and training in the small firms in the sample.Any meaningful analysis of recruitment and training cannot be undertaken without some understanding of the labour market within which small tourism and hospitality firms operate. Much effort has been expended developing theoretical models of the labour market. As far as the tourism and hospitality industries are concerned one of the most useful theories is dual labour market theory. Goldsmith et al. (1997) summarize this succinctly. Dual labour market theory proposes that the total labour market can be segmented. One section is the primary labour market, where jobs tend to be supplied by large, highly profitable firms with a high capital to labour ratio and high productivity. Here, production is usually large scale with high investment in technology. Employment in these firms is normally stable with relatively high skill and wage levels. In this context, there are normally opportunities for training. The secondary labour market is normally characterised by small firms with low capital to labour ratio, low productivity and small scale production. In these firms, wage and skill levels tend to be low, employment is unstable and training opportunities are usually limited. Small tourism and hospitality firms normally tend to operate within the secondary labour market.There are obvious relationships between recruitment and training. One relationship is where training can provide solutions to problems in the labour market. Campbell and Baldwin (1993) suggest that in manyindustrialised countries there is a concern that skills shortages and mismatches are appearing in the labour market and that policy makers are aware that recruitment difficulties and skill shortages may reduce the competitiveness of small and large firms. Bradley and Taylor (1996) suggest that there is a growing awareness that education and training systems can influence the skill and occupational mix of a locality and local economic wellbeing. Another type of relationship is one where the level of recruitment affects the level of training. In tourism and hospitality, with their reliance on the secondary labour market and high rates of labour turnover, there is a strong tendency to have high levels of recruitment and low levels of training. The arguments being that either it is not worth investing in training or there simply is not time. RecruitmentResearch on tourism and hospitality firms in general (i.e. not specifically small firms) refers to informal and unsystematic recruitment methods (Lucas and Boella, 1996). Others, who have carried out research into recruitment in small firms in general have found a reliance on informal methods (see, for example, Curran et al., 1993). Millward et al. (1992) found that, whereas larger enterprises relied greatlyon formal methods and bureaucratic procedures by specialist personnel departments, the small business owner/manager is likely to handle recruiting and personnel matters without delegating and is unlikely to have any relevant skills.TrainingTourism and hospitality have one of the highest levels of skill shortages (HCTC, 1995; HEFCE, 1998). If, as Bradley and Taylor (1996) suggest, training can influence the skill of a locality, then it is interestingto see how seriously small tourism and hospitality firms take training.According to Curran et al. (1996) small businesses experience problems in providing training for both owner-managers and workers. It has also been discovered that the hospitality industry displays one of the lowest levels of training activity in the UK economy (HCTC, 1995). These points should be borne in mind when the results of this survey are interpreted.Two of the indicators of a systematic approach to training are the existence of a training plan/policy and a specific budget for training.According to the Hospitality Training Foundation (HtF, 1996) 63 per cent of employers in all industries had a training plan. In catering and hospitality 64 per cent had a training plan. The most recent research on training and small firms found that only 28 per cent of such firms had a training plan.It is appropriate to discuss training budgets alongside training plans. It is also useful to compare the survey findings with all industries and with the hospitality industry (no figures are available for tourism). In all industries 55 per cent of employers had training budgets; in hospitality this figure was 43 per cent according to IFF research (HtF, 1996). However, research carried out by the HtF found that only 19 per cent of hospitality firms had a training budget.In the UK, the provision of training to SMEs has become a central issue of economic policy (Miller and Davenport, 1987). Storey (1994) has described this as a major indirect small firms policy initiative. Over the last decade, the provision of training and support to SMEs has increased considerably involving national and local Government, the private sector, and further and higher education institutes (Westhead, 1996. In the survey on small tourism and hospitality firms, the issue of training provision was examined.There is little point in investing in training without attempting to measure its effectiveness. Measuring the effectiveness of training is extremely difficult in any size of firm. The small firms literature suggests that owner-managers of small firms assess the value of workforce training in an informal way and tend to use various kinds of subjective assessments. The firms in the survey were questioned on if and how they measured the effectiveness of training.Research methodResearchers at The Centre for the Study of Small Tourism and Hospitality Firms based at Leeds Metropolitan University, UK, were keen to examine business practices in small firms both by breadth and depth. As such, it was decided to administer a questionnaire to 4,331 small firms. In total, 1,103 were returned completed, giving a response rate of 26 percent. The project focused on four regions: Cumbria; Heart of England; West Country; and Yorkshire. Eight sectors were chosen to provide a broadly based cross-section of these industries. These sectors were public house/bar; travel agent; hotel; visitor attraction; B&B/guesthouse; fast food/takeaway; restaurant or café; self-catering. The vast majority of firms in the sample were independently-owned single outlet businesses (80 per cent). The definition of a small firm adopted for the survey is fewer than 50 employee s and is a conflation of the European Commission’s definition of very small (or micro) enterprises (fewer than ten employees) and small (between ten and 49 employees). The sample source was the Business Database (British Telecom) and a disproportionate stratified sample was specified within the four regions to provide a cross-section of experiences. This article presents some of the findings of the national survey of small tourism and hospitality firms. The survey is the most comprehensive of its kind ever to be undertaken in the UK and examined businessperformance, the business environment, marketing and recruitment and training in small tourism and hospitality firms. The survey represents a barometer of the changing attitudes and behaviour of those operating small tourism and hospitality firms.This article concentrates on the recruitment and training practices of the firms in the survey. The aim of the research was to discover the extent and nature of recruitment and training in small tourism and hospitality firms.ResultsInformality and a relatively unsophisticated management style characterise the approach taken towards recruitment and training in the small firms in the survey.When respondents in the survey were questioned about their recruitment activity during the past year (see Table I), and more specifically were asked about the methods used to recruit staff, word of mouth was the most commonly used recruitment method, followed by local press and job centres.These findings support the advice in the recruitment literature which normally suggests that small firms should recruit from the local labour market and should keep their recruitment spending within a very tight budget.In addition to questions on recruitment, respondents were asked a series of questions on training practices. When they were asked if they had a training plan for their business, the results were as indicated in Table II. Although only 11 per cent of small tourism and hospitality firms had a formal written plan, significantly more had some sort of training plan. Although this is lower than for other industries and the hospitality industry in general, it is higher than the figure for small firms, and does indicate some commitment to a systematic approach to training.As far as training budgets were concerned, 12 per cent of firms in the sample had them (see Figure 1). This figure of 12 per cent is not discouraging, and in fact, is almost identical to the figure of 12.5 per cent for small firms in general (Curran et al., 1996). Although both the figures for training plans and budgets appear encouraging, more details are required on the exact nature of the training plans and the precise amount of money devoted to training in relation to turnover etc. However, results from the survey do seem to indicate that some small tourism and hospitality firms are taking training seriously.Respondents were asked if they had provided training during the past 12 months (see Table III).On-the-job training was the most common training method used by small tourism and hospitality firms. This was followed by external training courses and induction. These results are unsurprising as small firms in general tend to favour informal training methods and usually value training which is specific to the job in question. Although on the job training may be appropriate for many jobs in small tourism and hospitality firms, this reliance on informal, unsophisticated training methods is typical of weak internal labour markets which generally have low skill requirements and lack training and promotion opportunities. This can be interpreted as part of the whole package of the informal, unsophisticated approach to the management of human resources in small firms which is characterised by vague hiring standards and unsystematicrecruitment. It runs counter to the primary labour market which has a strong internal labour market with precise hiring standards, formalised recruitment, high skill requirements and opportunities for training and promotion.Respondents in the survey were asked about training courses provided by external agencies and their replies produced the following response (see Table IV).As far as the small tourism and hospitality firms in the sample were concerned the courses which they found to be “very helpful” were organised by private providers (42 per cent found them to be very helpful). The provider who ranked second in the “very helpful” category was trade associations with 40 per cent. Courses provided by the banks appeared to be the least helpful as they had the highest percentage of respondents in the “not very helpful”category. Banks continue to be in the limelight as far as services to small businesses are concerned. Obviously it depends on which bank and which courses small tourism and hospitality businesses have experienced. Much also depends on the expectations that the owner/managers have of such a service. When the positive responses were combined, i.e. “very helpful” and “helpful”, the providers who fared best were private providers (86 per cent), trade associations (83 per cent) and local authorities (83 per cent). The banks’ results were worst with only 40 per cent of owner-managers finding their courses helpful.When respondents were questioned on active involvement in education or training initiatives, the results showed the following (see Table V). As far as Investors in People is concerned the 9 per cent ofsmall tourism and hospitality firms which were either committed to or recognised as Investors In People is still much higher than the industry average of 3 per cent. This contrasts with the HtF’s sug gestion that small firms are only as likely as large firms to engage in Investors in People activity.Another finding which contradicts the HtF’s view is that NVQ/SVQs have not been implemented in smaller hospitality establishments. Again, 17 per cent of small tourism and hospitality firms in the survey were participating in NVQs and SVQs. Highest participation was work experience for school pupils and work experience for college students and both of these “initiatives” have traditionally been extensively utilised by tourism and hospitality firms of all sizes.As mentioned above, it is pointless to invest in training unless some attempt is made to measure its effectiveness. In this survey of small tourism and hospitality firms one-third of respondents attempted to measure the effectiveness of training within their firm (see Figure 2). This again indicates that some small tourism and hospitality firms are taking training seriously.In the survey a question on future training intentions was divided into three sections; those relating to owner-managers, managers, staff. The results are summarised in Table VI Not surprisingly, the most likelyrecipients of training in these firms in the next 12 months will be staff. This may illustrate an intention to take training seriously but, of course, this intention needs to be reviewed in a year’s time. It is also necessary to evaluate the level, type, and quality of training being provided. Although there is an intention to train owner-managers in the next 12 months these are the people in small tourism and hospitality firms least likely to receive training in the next year. Given their importance as trainers, there is a case to be made that they should receive more support and training on how to train their workers more effectively. Authors such as Pittaway (1999) discovered that SME owners felt that their own skills impacted on the performance of the business and that they needed further training.ConclusionIn conclusion, this research has been undertaken as a result of the gap in knowledge on training in small firms, and more specifically on training in small tourism and hospitality firms. It suggests that this gap should not be allowed to continue, due to the growth and increasing importance of the tourism and hospitality industries and the nature of human resources within them. The research operates from the premiss that small firms are not microcosms of large firms, and as such require separate treatment. It is therefore inappropriate and inadequate simply to utilise previous research which is based on the large firm sector.This research has attempted partially to fill the gap in knowledge about the extent and nature of training in small tourism and hospitality firms.As expected, recruitment and training in small hospitality firms are largely carried out on an informal basis. This is entirely appropriate for the sizes of firms in question and is consistent with research conducted in various industry sectors. Implications of informality, however, may include being in breach of current employment law and may also result in recruiting people who are inappropriate in the long run. Informal recruitment practices and inappropriate selection can lead to high labour turnover.Compared with other industries, hospitality and tourism have higher than average skills shortages, labour turnover and hard to fill vacancies at every level (HEFCE, 1998). The scenario is one in which firms rely heavily on the secondary labour market and exhibit high levels of recruitment. It is argued that high levels of recruitment can affect the level of training in a firm. In fact, Hendry et al. (1991) found that in some cases, managers may prefer to recruit rather than train. Wynarczyck et al. (1993) discovered that the absence of an internal labour market in a small firm can impede the provision of formal training. Although this survey has not found a high level of formal training in small tourism and hospitality firms, it has discovered that in some firms, training is being taken seriously.Although as mentioned above, small businesses experience problems in providing training and the hospitality industry has one of the lowest training levels in the UK, small firms in this sector actually had higher incidences of training plans than small firms in other sectors.Informality is again present in relation to the types of training offered in the firms. As expected, on-job training predominates. Although it is essential to train people to do the job for which they have been appointed, this reliance on informal training can result in the exclusion of staff development in a more general sense and can reduce the likelihood of developing an internal labour market. Dependence on informal on-job training can increase the utilisation of the external labour market which enforces the vicious circle of high levels of recruitment and low levels of training.Optimism regarding training in small tourism and hospitality firms can again be seen when examining results of relationships with Investors In People and NVQs. The results of this survey indicated that in both cases small firms had higher levels of commitment than the hospitality industry in general.Overall this research has offered a snapshot of the nature and extent of recruitment and training in small tourism and hospitality firms.It is suggested that more research needs to be conducted to establish if correlations exist between training activity and the type and size of small tourism and hospitality firm. It is also proposed that whether or not a firm is in a stage of growth can determine attitudes towards and participation in training. Future research should concentrate on depth rather than breadth and a more qualitative approach would be appropriate which determine the reasons why small firm owner-managers decide to train/or not, how they decide on the type of training and if the type of training is effective in the small firm context.（原文引自：Stephanie Jameson．Recruitment and training in small firms [J]. Journal of European Industrial Training，2000,（1）：43-49.）小企业的招聘与培训摘要酒店和旅游行业是对英国经济增长最快和最具活力的行业。
小型企业人才招聘的问题及对策外文文献原文
小型企业人才招聘的问题及对策外文文献原文INRODUCTIONEffective staffing helps minimize problems in an organization through recruiting and selecting qualified people using established criteria and predictors.Staffing is the process of matching appropriate people with appropriate jobs. From the viewpoint of organizations, staffing entails using HR planning information to determine the correct numbers and kinds of candidates, locating them, and then selecting those who are most likely to be satisfactory employees. From the standpoint of job applicants, the staffing process affects how they see jobs and organizations, and the likelihood that will be matched with jobs that are rewarding for them. Staffing consists of recruiting and selection.Many employers currently are facing shortages of workers with the appropriate knowledge, skills, and abilities (KSAs) in tight labor markets. There actually is not one but several labor markets that are the external sources from which employers attract employees. There are many ways to identify labor markets, including by geographical area, type of skill, and educational level. Some labor market segments might include managerial, clerical, professional and technical, and blue-collar. Classified differently, some markets are local, other regional, other national; there are international labor markets as well. To understand labor markets in which recruiting takes place, one must consider three different concepts: labor fore population, and applicant pool.The labor force population includes all individuals who are available for selection if all possible recruitment strategies areused. This vast array of possible applicants may be reached in very different ways.The applicant population is a subset of the labor force population that is available for selection using a particular recruiting approach. At least four recruiting decisions affect the nature of the applicant population:Recruiting method: advertising media chosenRecruiting message: what is said about the job and how it is saidApplicant qualifications required: education level and amount of experience necessary Administrative procedures: time of year recruiting is done, follow-ups with applicants, and use of previous applicant filesThe applicant pool consists of all people who are actually evaluated for selection. The applicant pool at this step will depend on the reputation of the organization and industry as a place to work, the screening efforts of the organization, and the information available to the applicant population. Assuming a suitable candidate can be found, the final selection is made from the applicant pool.The supply and demand of workers in the labor force population has a substantial impact on the staffing strategies of organizations. Internal labor markets also influence recruiting because many employers choose to promote from within whenever possible, and hire externally only for entry-level jobs.A discussion of these and other strategic to be made in recruiting follows.PLANNING AND STRATEGIC DECISIONS ABOUTRECRUITINGThe decisions that are made about recruiting help dictate not only the types and numbers of applicants, but also how difficult or successful recruiting efforts may be. Figure 2-1 shows an overview of these recruiting decisions. Recruiting involves identifying where to recruit, whom to recruit, and what the job recruitment will be. One key consideration is deciding about internal versus external searches that must be made.Figure 2-1 Recruiting DecisionsInternal Versus External RecruitingBoth advantages and disadvantages are associated with promoting from within the organization (internal recruitment) and hiring from outside the organization (external recruitment) to fill openings. Most organizations combine the use of internal and external methods. Organizations that operate in a rapidly changing environment and competitive conditions may need to place a heavier emphasis on external sources in addition to developing internal sources. However, for organizations existing in environments that change slowly, promotion from within may be more suitable.Internal RecruitingInternal recruiting means focusing on current employees and others with precious contact with an employing organization. Friends of present employees, former employees, and previous applicants may be sources. Promotions, demotions, and transfers also can provide additional people for an organizational unit, if not for the entire organization.Among the ways in which internal recruiting sources have an advantage over external sources is that they allow management to observe the candidate for promotion (or transfer) over a period of time and to evaluate that per son’s potential andspecific job performance. Also, an organization that promotes its own employees to fill job openings may give those employees added motivation to do a good job.Job Posting and BiddingThe major means for recruiting employees for other jobs within the organization is through job posting and bidding, whereby the employer provides notices of job openings and employees respond by applying for specific openings. The organization can notify employees of job vacancies by posting notices via e-mail, or in some other way inviting employees to apply for jobs. Job posting and bidding systems can be ineffective if handled improperly. Job generally are posted before any external recruiting is done. The organization must allow a reasonable period of time for present employees to check notices of available jobs before it considers external applicants.Promotion and TransferMany organizations choose to fill vacancies through promotions or transfers from within whenever possible. Although most often successful, promotions from within have some drawbacks as well. The person’s performance on one job may not be a good predictor of performance on another, because different skills may be required on the new job. Also, in most organization promotions may not be an effective way to speed the movement of protected-class individuals up through the organization if that is an organizational concern.Current Employee ReferralsA reliable source of people to fill vacancies is composed of friends and / or family members of current employees. Employees can acquaint potential applicants with the advantages of a job with the company, furnish letters of introduction, andencourage them to apply. These are external applicants recruited using an internal information source. Some employees pay employees incentives for referring individuals with specialized skills that are difficult to recruit through normal means.Recruiting Former Employees and ApplicantsFormer employees and former applicants are also good internal sources for recruitment. In both cases, there is a time-saving advantage, because something is already known about the potential employee.Internal Recruiting DatabaseComputerized internal talent banks, or applicant tracking systems, can be used to furnish a listing of the KSAs available for organizations. Employers that must deal with a large number of applications and job openings have found it beneficial to use such software as part of a human resource information system.External RecruitingIf internal sources do not produce enough acceptable candidates for jobs, many external sources are available. These sources include school, colleges and universities, media sources, trade and competitive sources, employment agencies, executive search firms, and the Internet.SchoolsHigh schools or vocational / technical schools may be a god source of new employees formany organizations. A successful recruiting program with these institutions is the result of careful analysis and continual contact with individual schools.Colleges and universitiesAt the college or university level, the recruitment of graduating students is a large-scale operation for manyorganizations. Most colleges and universities maintain placement offices in which employers and applicants can meet.Media sourcesMedia sources such as newspapers, magazines, television, radio, and billboards are widely used. Whatever medium is used, it should be tied to the relevant labor market and provide sufficient information on the company and the job. When using recruitment advertisement in the media, employers should ask five key questions:What is the ad suppose to accomplish?Who are the people we want to reach?What should the advertising message convey?How should the message be presented?Where should it be placed?Trade and Competitive SourcesOther sources for recruiting are professional and trade associations, trade publications, and competitors. Many professional societies and trade associations publish newsletters or magazines containing job ads. Such publications may be a good source of specialized professionals needed in an industry.Employment AgenciesEvery state in the United States has its own state-sponsored employment agency. These agencies operate branch offices in many cities throughout the state and do not charge fees to applicants or employers.Private employment agencies are also found in most cities. For a fee collected from either the employee or the employer, usually the employer, these agencies do some preliminary screening for an organization and put the organization in touch with applicants.Executive Search FirmsSome employment agencies focus their efforts on executive, managerial, and professional positions. These executive search firms are split into two groups: (1)contingency firms that charge a fee only after a candidate has been hired by a client company, and (2) retainer firms that charge a client a set fee whether or not the contracted search is successful. Most of the larger firms work on a retainer basis.Internet RecruitingOrganization first started using computers as a recruiting tool by advertising jobs on a bulletin board service, from which prospective applicants would contact the company. Then some companies began to take e-mail applications. Now many employers are not only posting jobs and accepting resumes and cover letters online, but also are conducting employment interviews online.Flexible StaffingDecisions as to whom should be recruited hinge on whether to seek traditional full-timeemployees or use more flexible approaches. These approaches might include temporaries, independent contractors, or professional employer organizations (PEOs) and “leased”employees.Employers that use temporary employees can hire their own temporary staff or use agencies supplying temporary workers on a rate-per-day or per-week basis. The use of temporary workers may make sense for an organization if its work is subject to seasonal or other fluctuations. Hiring regular employees to meet peak employment needs would require that the employer find some tasks to keep employees busy during less active periods orresort to layoffs.Some firms employ independent contractors to perform specific services on a contract basis. However, those contractors must be independent as determined by the U.S. Dependent of Labor.Employee leasing process is simple: An employer signs an agreement with an employee leasing company, after which the existing staff is hired by the leasing firm and leased back to the company. For a fee, a small-business owner or operator turns his or her staff over to the leasing company., which then writes the paychecks, pays the taxes, prepares and implements HR policies, and keeps all the required records.The job can sometimes be changed specifically in order to alter the recruiting situation. A decision might be made to improve characteristics of vacant positions by raising salaries, increasing benefits, or redesigning the job for a different level of applicant. Also, jobs may be changed to reduce turnover and increase retention of employees, which means less need for recruiting and fewer empty jobs. Compensation is commonly used to improve retention, along with better opportunities for promotion and transfer, recognition, training, and benefits.RECRUITING EV ALUATIONEvaluating the success of recruiting efforts is important. General areas for evaluating recruiting include the following: Quantity of applicants: because the goal of a good recruiting program is to generate a large pool of applicants from which to choose, quantity must be sufficient to fill job.EEO goals met: The recruiting program is the key activity used to meet goals for hiring protected-class individuals. This is especially relevant when a company is engaged in affirmativeaction to meet such goals.Quality of applicants: There is the issue of whether the qualifications of the applicant pool are sufficient to fill the job openings, whereby the applicants meet job specifications and perform the job.cost per applicant hired: Cost varies depending on the position being filled, but knowing how much it cost to fill an empty position puts turnover and salary levels in perspective. Time required to fill openings: the length of time it takes to fill openings is another means of evaluating recruiting efforts. If openings are filled quickly with qualified candidates, the work and productivity of the organization are not delayed by vacancies.In summary, the effectiveness of various recruiting sources will vary depending on the nature of the job being filled and the time available to fill it. But unless calculated, the effectiveness may not be entirely obvious.SELECTIONNature of SelectionSelection is the process of choosing qualified individuals who have relevant qualifications to fill jobs in an organization. Without qualified employees, an organization is in a poorer position to succeed. Selection is much more than just choosing the best available person. Selecting the appropriate set of KSAs---which come packaged in a human being---is an attempt to get a “fit” between what th e applicant can do and wants to do, and what the organization needs. Fit between the applicant and the organization affects both the employer’s willingness to make a job offer and an applicant’s willingness to accept a job. Fitting a person to the right job is called placement.More than anything else, placement of human resources should be seen as amatching process. Whether an employer uses specific KSAs or the more general approach, effective selection of employees involves using criteria and predictor of job performance.The Selection ProcessMost organization take certain common steps to process applicants for jobs. Variations on this basic process depend on organizational size, nature of jobs to be filled, number of people to be selected, and pressure of outside forces. The selection process shown in Figure 4-2 is typical in a large organization.Figure 4-2 selection process flowchartApplicant arrives at organizationReception and Job Preview / Interest ScreeningIn addition to matching qualified people to jobs, the selection process has an important public-relations dimension. Discriminatory hiring practices, impolite interviewers, unnecessarily long waits, inappropriate testing procedures, and lack of follow-up letters can produce unfavorable impressions of an employer. In some cases, it is appropriate to have a brief interview, called an initial screening or a job preview / interest screen, to see if the applicant is likely to match any jobs available in the organization before allowing the individual to fill out an application form. The job preview / interest screen also can be done effectively by computer. Computerized processing of applicants can occur on several different levels. Computers can search resumes or application blanks for key words. Hundreds of large companies use types of artificial-intelligence (AI) or “text searching” software to scan, score, and track resumes of applicants. A second means of computerizing screening is conducting initial screening interviews electronically. Computer-assisted interviewing techniques can use tools such asvideotaped scenarios to which applicants react.The purpose of a realistic job preview (RJP) is to inform job candidates of the “organizational realities”of a job so that they can more accurately evaluate their own job expectations. By presenting applicants with a clear picture of the job, the organization hopes to reduce unrealistic expectations, thereby reducing employee disenchantment and ultimately employee dissatisfaction and turnover. A review on research on RJPs found that they tend to result in applicants having lower job expectations.Application FormsApplication forms are widely used. Properly prepared, an application form serves four purposes:It is a record of the applicant’s desire to obtain a position.It provides the interviewer with a profile of the applicant that can be used in the interview.It is a basic employee record for applicants who are hired.It can be used for research on the effectiveness of the selection process.Selection TestingAccording to the Uniform Selection Guidelines issued by the EEOC, any employment requirement is a “test”. Some employers purchase prepared tests, while other employers develop their own tests. Many people feel that formal tests can be of great benefit in the selection process when properly used and administered.Interpreting test results is not always straightforward, even if the test in valid. Individuals trained in testing and test interpretation should be involved in establishing and maintaining a testing system. Furthermore, the role of tests in the overallselection process must be kept in perspective.Selection InterviewA selection interview is designed to identify information on a candidate and clarify information from other sources. This in-depth interview is designed to integrate all the information from application forms, tests, and reference checks, so that a decision can bemade. Because of the integration required and the desirability if face-to-face contact, the interview is the most important phase of the selection process in many situations. Conflicting information may have emerged from tests, application forms, and references. As a result, the interviewer must obtain as much pertinent information about the applicant as possible during the limited interview time and evaluate this information against job standards. Finally, a selection decision must be made, based on all of the information obtained in the preceding steps.The interview is not an especially valid predictor of job performance, but it has high “face validity”---that is, it seems valid to employers and they like it. Virtually all employers are likely to hire individuals using interviews.BACKGROUND INVESTIGATIONBackground investigation may take place either before or after the in-depth interview. It costs the organization some time and money, but it is generally well worth the effort. Unfortunately, some applicants misrepresent their qualifications and background. According to one survey of employers, the most common false data given are length of prior employment, past salary, criminal record, and former job title.Legal ConstraintsVarious federal and state laws have been passed to protect the rights of individuals whose background may be investigated during pre-employment screening. States vary in what they allow employers to investigate. For example, in some states, employers can request information from law enforcement agencies on any applicant. In some states, they are prohibited from getting certain credit information. Several states have passed laws providing legal immunity for employers who provide information on an employee to another employer.Medical ExaminationsThe Americans with Disabilities Act prohibits a firm from rejecting an individual because of a disability. Also, the ADA prohibits asking job applicants any question relative to current or past medical history until a conditional job offer is made.Drug TestingDrug testing may be a past of a medical exam, or it may be done separately. Using drug testing as a part of the selection process has increased in the past few of years, though not without controversy. Employers should remember that such tests are not infallible. The accuracy of drug tests varies according to the type of test used, the item tested, and the quality of the laboratory where the tests samples are sent.。
小型企业人才招聘的问题及对策外文文献原文
INRODUCTIONEffective staffing helps minimize problems in an organization through recruiting and selecting qualified people using established criteria and predictors.Staffing is the process of matching appropriate people with appropriate jobs. From the viewpoint of organizations, staffing entails using HR planning information to determine the correct numbers and kinds of candidates, locating them, and then selecting those who are most likely to be satisfactory employees. From the standpoint of job applicants, the staffing process affects how they see jobs and organizations, and the likelihood that will be matched with jobs that are rewarding for them. Staffing consists of recruiting and selection.Many employers currently are facing shortages of workers with the appropriate knowledge, skills, and abilities (KSAs) in tight labor markets. There actually is not one but several labor markets that are the external sources from which employers attract employees. There are many ways to identify labor markets, including by geographical area, type of skill, and educational level. Some labor market segments might include managerial, clerical, professional and technical, and blue-collar. Classified differently, some markets are local, other regional, other national; there are international labor markets as well. To understand labor markets in which recruiting takes place, one must consider three different concepts: labor fore population, and applicant pool.The labor force population includes all individuals who are available for selection if all possible recruitment strategies are used. This vast array of possible applicants may be reached in very different ways.The applicant population is a subset of the labor force population that is available for selection using a particular recruiting approach. At least four recruiting decisions affect the nature of the applicant population:Recruiting method: advertising media chosenRecruiting message: what is said about the job and how it is saidApplicant qualifications required: education level and amount of experience necessary Administrative procedures: time of year recruiting is done, follow-ups with applicants, and use of previous applicant filesThe applicant pool consists of all people who are actually evaluated for selection. The applicant pool at this step will depend on the reputation of the organization and industry as a place to work, the screening efforts of the organization, and the information available to the applicant population. Assuming a suitable candidate can be found, the final selection is made from the applicant pool.The supply and demand of workers in the labor force population has a substantial impact on the staffing strategies of organizations. Internal labor markets also influence recruiting because many employers choose to promote from within whenever possible, and hire externally only for entry-level jobs. A discussion of these and other strategic to be made in recruiting follows.PLANNING AND STRATEGIC DECISIONS ABOUTRECRUITINGThe decisions that are made about recruiting help dictate not only the types and numbers of applicants, but also how difficult or successful recruiting efforts may be. Figure 2-1 shows an overview of these recruiting decisions. Recruiting involves identifying where to recruit, whom to recruit, and what the job recruitment will be. One key consideration is deciding about internal versus external searches that must be made.Figure 2-1 Recruiting DecisionsInternal Versus External RecruitingBoth advantages and disadvantages are associated with promoting from within the organization (internal recruitment) and hiring from outside the organization (external recruitment) to fill openings. Most organizations combine the use of internal and external methods. Organizations that operate in a rapidly changing environment and competitive conditions may need to place a heavier emphasis on external sources in addition to developing internal sources. However, for organizations existing in environments that change slowly, promotion from within may be more suitable.Internal RecruitingInternal recruiting means focusing on current employees and others with precious contact with an employing organization. Friends of present employees, former employees, and previous applicants may be sources. Promotions, demotions, and transfers also can provide additional people for an organizational unit, if not for the entire organization.Among the ways in which internal recruiting sources have an advantage over external sources is that they allow management to observe the candidate for promotion (or transfer) over a period of time and to evaluate that person’s potential and specific job performance. Also, an organization that promotes its own employees to fill job openings may give those employees added motivation to do a good job.Job Posting and BiddingThe major means for recruiting employees for other jobs within the organization is through job posting and bidding, whereby the employer provides notices of job openings and employees respond by applying for specific openings. The organization can notify employees of job vacancies by posting notices via e-mail, or in some other way inviting employees to apply for jobs. Job posting and bidding systems can be ineffective if handled improperly. Job generally are posted before any external recruiting is done. The organization must allow a reasonable period of time for present employees to check notices of available jobs before it considers external applicants.Promotion and TransferMany organizations choose to fill vacancies through promotions or transfers from within whenever possible. Although most often successful, promotions from within have some drawbacks as well. The person’s performance on one job may not be a good predictor of performance on another, because different skills may be required on the new job. Also, in most organization promotions may not be an effective way to speed the movement of protected-class individuals up through the organization if that is an organizational concern.Current Employee ReferralsA reliable source of people to fill vacancies is composed of friends and / or family members of current employees. Employees can acquaint potential applicants with the advantages of a job with the company, furnish letters of introduction, and encourage them to apply. These are external applicants recruited using an internal information source. Some employees pay employees incentives for referring individuals with specialized skills that are difficult to recruit through normal means.Recruiting Former Employees and ApplicantsFormer employees and former applicants are also good internal sources for recruitment. In both cases, there is a time-saving advantage, because something is already known about the potential employee.Internal Recruiting DatabaseComputerized internal talent banks, or applicant tracking systems, can be used to furnish a listing of the KSAs available for organizations. Employers that must deal with a large number of applications and job openings have found it beneficial to use such software as part of a human resource information system.External RecruitingIf internal sources do not produce enough acceptable candidates for jobs, many external sources are available. These sources include school, colleges and universities, media sources, trade and competitive sources, employment agencies, executive search firms, and the Internet.SchoolsHigh schools or vocational / technical schools may be a god source of new employees formany organizations. A successful recruiting program with these institutions is the result of careful analysis and continual contact with individual schools.Colleges and universitiesAt the college or university level, the recruitment of graduating students is a large-scale operation for many organizations. Most colleges and universities maintain placement offices in which employers and applicants can meet.Media sourcesMedia sources such as newspapers, magazines, television, radio, and billboards are widely used. Whatever medium is used, it should be tied to the relevant labor market and provide sufficient information on the company and the job. When using recruitment advertisement in the media, employers should ask five key questions:➢What is the ad suppose to accomplish?➢Who are the people we want to reach?➢What should the advertising message convey?➢How should the message be presented?➢Where should it be placed?Trade and Competitive SourcesOther sources for recruiting are professional and trade associations, trade publications, and competitors. Many professional societies and trade associations publish newsletters or magazines containing job ads. Such publications may be a good source of specialized professionals needed in an industry.Employment AgenciesEvery state in the United States has its own state-sponsored employment agency. These agencies operate branch offices in many cities throughout the state and do not charge fees to applicants or employers.Private employment agencies are also found in most cities. For a fee collected from either the employee or the employer, usually the employer, these agencies do some preliminary screening for an organization and put the organization in touch with applicants.Executive Search FirmsSome employment agencies focus their efforts on executive, managerial, and professional positions. These executive search firms are split into two groups: (1)contingency firms that charge a fee only after a candidate has been hired by a client company, and (2) retainer firms that charge a client a set fee whether or not the contracted search is successful. Most of the larger firms work on a retainer basis.Internet RecruitingOrganization first started using computers as a recruiting tool by advertising jobs on a bulletin board service, from which prospective applicants would contact the company. Then some companies began to take e-mail applications. Now many employers are not only posting jobs and accepting resumes and cover letters online, but also are conducting employment interviews online.Flexible StaffingDecisions as to whom should be recruited hinge on whether to seek traditional full-timeemployees or use more flexible approaches. These approaches might include temporaries, independent contractors, or professional employer organizations (PEOs) and “leased”employees.Employers that use temporary employees can hire their own temporary staff or use agencies supplying temporary workers on a rate-per-day or per-week basis. The use of temporary workers may make sense for an organization if its work is subject to seasonal or other fluctuations. Hiring regular employees to meet peak employment needs would require that the employer find some tasks to keep employees busy during less active periods or resort to layoffs.Some firms employ independent contractors to perform specific services on a contract basis. However, those contractors must be independent as determined by the U.S. Dependent of Labor.Employee leasing process is simple: An employer signs an agreement with an employee leasing company, after which the existing staff is hired by the leasing firm and leased back to the company. For a fee, a small-business owner or operator turns his or her staff over to the leasing company., which then writes the paychecks, pays the taxes, prepares and implements HR policies, and keeps all the required records.The job can sometimes be changed specifically in order to alter the recruiting situation. A decision might be made to improve characteristics of vacant positions by raising salaries, increasing benefits, or redesigning the job for a different level of applicant. Also, jobs may be changed to reduce turnover and increase retention of employees, which means less need for recruiting and fewer empty jobs. Compensation is commonly used to improve retention, along with better opportunities for promotion and transfer, recognition, training, and benefits.RECRUITING EV ALUATIONEvaluating the success of recruiting efforts is important. General areas for evaluating recruiting include the following:➢Quantity of applicants: because the goal of a good recruiting program is to generate a large pool of applicants from which to choose, quantity must be sufficient to fill job.➢EEO goals met: The recruiting program is the key activity used to meet goals for hiring protected-class individuals. This is especially relevant when a company is engaged in affirmative action to meet such goals.➢Quality of applicants: There is the issue of whether the qualifications of the applicant pool are sufficient to fill the job openings, whereby the applicants meet job specifications and perform the job.➢cost per applicant hired: Cost varies depending on the position being filled, but knowing how much it cost to fill an empty position puts turnover and salary levels in perspective. ➢Time required to fill openings: the length of time it takes to fill openings is another means of evaluating recruiting efforts. If openings are filled quickly with qualified candidates, the work and productivity of the organization are not delayed by vacancies.In summary, the effectiveness of various recruiting sources will vary depending on the nature of the job being filled and the time available to fill it. But unless calculated, the effectiveness may not be entirely obvious.SELECTIONNature of SelectionSelection is the process of choosing qualified individuals who have relevant qualifications to fill jobs in an organization. Without qualified employees, an organization is in a poorer position to succeed. Selection is much more than just choosing the best available person. Selecting the appropriate set of KSAs---which come packaged in a human being---is an attempt to get a “fit” between what the applicant can do and wants to do, and what the organization needs. Fit between the applicant and the organization affects both the employer’s willingness to make a job offer and an applicant’s willingness to accept a job. Fitting a person to the right job is called placement.More than anything else, placement of human resources should be seen as a matching process. Whether an employer uses specific KSAs or the more general approach, effective selection of employees involves using criteria and predictor of job performance.The Selection ProcessMost organization take certain common steps to process applicants for jobs. Variations on this basic process depend on organizational size, nature of jobs to be filled, number of people to be selected, and pressure of outside forces. The selection process shown in Figure 4-2 is typical in a large organization.Figure 4-2 selection process flowchartApplicant arrives at organizationReception and Job Preview / Interest ScreeningIn addition to matching qualified people to jobs, the selection process has an important public-relations dimension. Discriminatory hiring practices, impolite interviewers, unnecessarily long waits, inappropriate testing procedures, and lack of follow-up letters can produce unfavorable impressions of an employer. In some cases, it is appropriate to have a brief interview, called an initial screening or a job preview / interest screen, to see if the applicant is likely to match any jobs available in the organization before allowing the individual to fill out an application form. The job preview / interest screen also can be done effectively by computer. Computerized processing of applicants can occur on several different levels. Computers can search resumes or application blanks for key words. Hundreds of large companies use types of artificial-intelligence (AI) or “text searching” software to scan, score, and track resumes of applicants. A second means of computerizing screening is conducting initial screening interviews electronically. Computer-assisted interviewing techniques can use tools such as videotaped scenarios to which applicants react.The purpose of a realistic job preview (RJP) is to inform job candidates of the “organizational realities”of a job so that they can more accurately evaluate their own job expectations. By presenting applicants with a clear picture of the job, the organization hopes to reduce unrealistic expectations, thereby reducing employee disenchantment and ultimately employee dissatisfaction and turnover. A review on research on RJPs found that they tend to result in applicants having lower job expectations.Application FormsApplication forms are widely used. Properly prepared, an application form serves four purposes:It is a record of the applicant’s desire to obtain a position.It provides the interviewer with a profile of the applicant that can be used in the interview.It is a basic employee record for applicants who are hired.It can be used for research on the effectiveness of the selection process.Selection TestingAccording to the Uniform Selection Guidelines issued by the EEOC, any employment requirement is a “test”. Some employers purchase prepared tests, while other employers develop their own tests. Many people feel that formal tests can be of great benefit in the selection process when properly used and administered.Interpreting test results is not always straightforward, even if the test in valid. Individuals trained in testing and test interpretation should be involved in establishing and maintaining a testing system. Furthermore, the role of tests in the overall selection process must be kept in perspective.Selection InterviewA selection interview is designed to identify information on a candidate and clarify information from other sources. This in-depth interview is designed to integrate all theinformation from application forms, tests, and reference checks, so that a decision can be made. Because of the integration required and the desirability if face-to-face contact, the interview is the most important phase of the selection process in many situations. Conflicting information may have emerged from tests, application forms, and references. As a result, the interviewer must obtain as much pertinent information about the applicant as possible during the limited interview time and evaluate this information against job standards. Finally, a selection decision must be made, based on all of the information obtained in the preceding steps.The interview is not an especially valid predictor of job performance, but it has high “face validity”---that is, it seems valid to employers and they like it. Virtually all employers are likely to hire individuals using interviews.BACKGROUND INVESTIGATIONBackground investigation may take place either before or after the in-depth interview. It costs the organization some time and money, but it is generally well worth the effort. Unfortunately, some applicants misrepresent their qualifications and background. According to one survey of employers, the most common false data given are length of prior employment, past salary, criminal record, and former job title.Legal ConstraintsVarious federal and state laws have been passed to protect the rights of individuals whose background may be investigated during pre-employment screening. States vary in what they allow employers to investigate. For example, in some states, employers can request information from law enforcement agencies on any applicant. In some states, they are prohibited from getting certain credit information. Several states have passed laws providing legal immunity for employers who provide information on an employee to another employer.Medical ExaminationsThe Americans with Disabilities Act prohibits a firm from rejecting an individual because of a disability. Also, the ADA prohibits asking job applicants any question relative to current or past medical history until a conditional job offer is made.Drug TestingDrug testing may be a past of a medical exam, or it may be done separately. Using drug testing as a part of the selection process has increased in the past few of years, though not without controversy. Employers should remember that such tests are not infallible. The accuracy of drug tests varies according to the type of test used, the item tested, and the quality of the laboratory where the tests samples are sent.。
人力资源在职培训中英文对照外文翻译文献
中英文对照外文翻译附件1：外文翻译译文在职培训在职培训一般是在正常工作条件下对工作技能的培训。
通过在职培训，工人可以掌握一般技能，是可以从一个工作转移到另一个工作的技能。
关于在职训练，通常包括口头和书面指示，示范和观察，动手实践和模仿。
此外，对在职员工的培训过程涉及一个通常是主管或有经验的员工传递知识和技能到一个新手。
在职培训是最古老的培训形式之一。
此前，异地培训教室的出现，唯一的任务是一起学习某一行业或专业，是学徒的做法，在中世纪时，有经验的工匠和新手一起工作教授新员工实用的方法和知识。
在职培训是一种职业培训，在美国它是一种对非管理雇员培训的主要形式。
许多研究表明，它是最有效的职业培训形式。
在职培训大部分是由私营部门提供，但最广泛的研究培训计划由联邦立法的赞助。
在职培训程序从公司监事正规培训到观察学习。
从这个意义上说，在职培训最正式的类型是课堂培训，他们主要在企业内部不同的部门进行。
在国际竞争更广泛的电脑生产过程中使用，更正式更复杂的在职培训的落实已成为在美国公司的关键问题。
在职培训的类型两个不同类型的关于在职培训的频繁杰出的专业文献：结构（计划）和非结构化（计划外）。
非结构是最常见的一种，泛指在职培训主要涉及一个新手与经验丰富的员工的工作，新手在导师的观察下模仿训练的过程。
新工人主要通过试验和学习的方法向经验丰富的工人或者监事学习。
非结构化培训的工作（如产品制造）的要求很低，并不像传授工作技能（如生产产品所需的特定技能）的新工人培训。
因此，非结构化的在职培训往往不能完全按需要的技能传授或持续，因为有经验的员工，有时无法清楚表达执行工作的正确方法，他们每次训练新工人时会使用不同的训练方法。
与此相反，结构化的在职培训，涉及教新工人，他们必须知道怎样做，才能成功地完成其任务的程序。
在职培训是一种重要的投资考虑到大约30%的新工人的时间花在在职训练的时间90天,即在培训期间导师的生产力可能会减少，根据J. Rothwell和Kazanas在改善在职培训里新工人可能犯不必要的错误。
小型企业人才招聘的问题及对策 外文文献译文 精品
1 绪论有效的人事工作借助业已建立的标准和预测指标，通过招聘和选拔称职的人员，帮助组织最大限度地解决问题。
人事是把适当的人配置到适当的工作上去的过程。
从组织的观点看，人事包括运用人力资源计划信息来决定候选人的准确数量和类别，定位，并从中选拔最有可能成为令人满意的员工的求职者。
从求职者的角度来说，人事过程关系到他们如何看待工作和组织，以及他们适应给他们带来报酬的工作的需要的可能性。
人事工作包括招聘和选拔两个环节。
在供不应求的劳动力市场上，很多雇主目前都面临缺少具有适当的知识、技能和能力的员工的问题。
劳动力市场是雇主吸引雇员的外部渠道，其数量其实不是一个二十几个。
识别劳动力市场有许多方法，包括借助地理区域、技能类型和教育水平等等。
有些劳动市场细分可能包括管理人员、文秘人员、专业技术人员和蓝领工人。
根据不同的划分标准，有些失常是地方性的，有些是区域性的，有些是全国性的，还有些是国际性的。
为了理解进行招聘的劳动力市场，我们必须考虑三个不同的概念：劳动力人口、求职群体和联合求职组。
劳动力人口：所有可能的招聘策略全部都用上时可供选拔的所有人员的集合。
这一大批潜在的求职者可能要通过不大相同的途径才可以得到。
求职群体：劳动力人口的一个子集，指用某一特定的招聘方法可供选拔的人数。
至少有四个招聘决策会影响到求职群体的类型：招聘方法：选择的广告媒体招聘信息：关于工作说了什么，怎么说的求职资格条件：必须的受教育程度及工作经验管理程序：进行招聘的年份，对求职者的后续跟踪措施，先前求职者档案的使用联合求职组；包括实际参与选拔考评所有人员。
联合求职组取决于组织及其所在行业作为工作场所的知名度、组织的搜寻努力程度以及求职群体能得到的信息。
假定能找到一位合适的候选人，最终的录用人选是从联合求职组中产生的。
劳动力市场上员工的供需状况对组织的人事战略有实质性的影响。
组织内部的劳动力市场也会影响到招聘工作，因为，只要可能，很多雇主都选择内部提升，而只有初级工作才从外部雇用人员。
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3400单词，1.8万英文字符，5240汉字出处：Jameson S M. Recruitment and training in small firms[J]. Journal of European Industrial Training, 2000, 24(1):43-49.Recruitment and training in small firmsSM JamesonAbstractThe hospitality and tourism industries are two of the fastest growing and most dynamic sectors of the UK economy. Both industries are highly labour intensive and, because of this, the effective management of human resources is critical to their success. A defining characteristic of these industries is the high incidence of small firms. The issue of training in the small business sector in general has been neglected by academics and management specialists and this is also the case specifically in tourism and hospitality. This article goes some way to address this gap in knowledge and examines the recruitment and training practices of small tourism and hospitality firms. The issues examined include sources of recruitment, the extent to which small tourism and hospitality firms had training plans and training budgets, participation, and evaluation of training.Keyword(s):Recruitment; Training; Small firms; Hospitality; Tourism.BackgroundSmall firms and trainingAlthough definitions of small firms have been extensively debated, there is no disagreement that the most commonly found tourism or hospitality enterprise is small (Thomas, 1998). To date, very little research has been conducted in these organisations. This is no surprise and as Matlay argues:The issue of training in the small business sector of the British economy has largely been neglected by academic researchers and human resource planning, development and management specialists who, until recently, were content to suggest solutions which were more relevant to the businesses strategies of larger firms (Matlay, 1996, p. 648).This is supported by Johnson and Gubbins (1992, pp. 28-9) who suggest that:relatively little is known about the extent, nature and determinants of training in small and medium-sized businesses, either on a national or on a local basis.It is argued that with the growth of tourism and hospitality and the importance of human resources within them this neglect should not continue.Research conducted in hospitality and tourism firms of all sizes has discovered that informality and a relatively unsophisticated management style characterise the approach taken towards recruitment and training (Goldsmith et al.,1997; Price, 1994; Lucas, 1995; Baum, 1995). Research on recruitment and training in small firms in general (Jameson, 1998) has also indicated that an informal approach towards the management of human resources is the norm in these firms. One of the major themes in small business literature has been the examination of the informality of relations between employers and employees. A correlation has been found to exist between the size of firm and level of formality in various sectors of the economy (see, for example, Scott et al. (1989); Curran et al. (1993)). Research conducted specifically in hospitality firms (Price, 1994, p. 49) found that:one of the main findings from the survey was the importance of the relationship between establishment size and emplo yment practices … there was a strong correlation between size and the extent to which establishments had introduced personnel policies, procedures or other arrangements which met the requirements of employment law.The significance of this relationship cannot be underestimated and must be borne in mind when interpreting the results on recruitment and training in the small firms in the sample.Any meaningful analysis of recruitment and training cannot be undertaken without some understanding of the labour market within which small tourism and hospitality firms operate. Much effort has been expended developing theoretical models of the labour market. As far as the tourism and hospitality industries are concerned one of the most useful theories is dual labour market theory. Goldsmith et al. (1997) summarize this succinctly. Dual labour market theory proposes that the total labour market can be segmented. One section is the primary labour market, where jobs tend to be supplied by large, highly profitable firms with a high capital to labour ratio and high productivity. Here, production is usually large scale with high investment in technology. Employment in these firms is normally stable with relatively high skill and wage levels. In this context, there are normally opportunities for training. The secondary labour market is normally characterised by small firms with low capital to labour ratio, low productivity and small scale production. In these firms, wage and skill levels tend to be low, employment is unstable and training opportunities are usually limited. Small tourism and hospitality firms normally tend to operate within the secondary labour market.There are obvious relationships between recruitment and training. One relationship is where training can provide solutions to problems in the labour market. Campbell and Baldwin (1993) suggest that in many industrialised countries there is a concern that skills shortages and mismatches are appearing in the labour market and that policy makers are aware that recruitment difficulties and skill shortages may reduce the competitiveness of small and large firms. Bradley and Taylor (1996) suggest that there is a growing awareness that education and training systems can influence the skill and occupational mix of a locality and local economic wellbeing. Another type of relationship is one where the level of recruitment affects the level of training. In tourism and hospitality, with their reliance on the secondary labour market and high rates of labour turnover, there is a strong tendency to have high levels of recruitment and low levels of training. The arguments being that either it is not worth investing in training or there simply is not time. RecruitmentResearch on tourism and hospitality firms in general (i.e. not specifically small firms) refers to informal and unsystematic recruitment methods (Lucas and Boella, 1996). Others, who have carried out research into recruitment in small firms in general have found a reliance on informal methods (see, for example, Curran et al., 1993). Millward et al. (1992) found that, whereas larger enterprises relied greatly on formal methods and bureaucratic procedures by specialist personnel departments, the small business owner/manager is likely to handle recruiting and personnel matters without delegating and is unlikely to have any relevant skills.TrainingTourism and hospitality have one of the highest levels of skill shortages (HCTC, 1995; HEFCE, 1998). If, as Bradley and Taylor (1996) suggest, training can influence the skill of a locality, then it is interesting to see how seriously small tourism and hospitality firms take training.According to Curran et al. (1996) small businesses experience problems in providing training for both owner-managers and workers. It has also been discovered that the hospitality industry displays one of the lowest levels of training activity in the UK economy (HCTC, 1995). These points should be borne in mind when the results of this survey are interpreted.Two of the indicators of a systematic approach to training are the existence of a training plan/policy and a specific budget for training.According to the Hospitality Training Foundation (HtF, 1996) 63 per cent of employers in all industries had a training plan. In catering and hospitality 64 per cent had a training plan. The most recent research on training and small firms found that only 28 per cent of such firms had a training plan.It is appropriate to discuss training budgets alongside training plans. It is also useful to compare the survey findings with all industries and with the hospitality industry (no figures are available for tourism). In all industries 55 per cent of employers had training budgets; in hospitality this figure was 43 per cent according to IFF research (HtF, 1996). However, research carried out by the HtF found that only 19 per cent of hospitality firms had a training budget.In the UK, the provision of training to SMEs has become a central issue of economic policy (Miller and Davenport, 1987). Storey (1994) has described this as a major indirect small firms policy initiative. Over the last decade, the provision of training and support to SMEs has increased considerably involving national and local Government, the private sector, and further and higher education institutes (Westhead, 1996. In the survey on small tourism and hospitality firms, the issue of training provision was examined.There is little point in investing in training without attempting to measure its effectiveness. Measuring the effectiveness of training is extremely difficult in any size of firm. The small firms literature suggests that owner-managers of small firms assess the value of workforce training in an informal way and tend to use various kinds of subjective assessments. The firms in the survey were questioned on if and how they measured the effectiveness of training.Research methodResearchers at The Centre for the Study of Small Tourism and Hospitality Firms based at Leeds Metropolitan University, UK, were keen to examine business practices in small firms both by breadth and depth. As such, it was decided to administer a questionnaire to 4,331 small firms. In total, 1,103 were returned completed, giving a response rate of 26 percent. The project focused on four regions: Cumbria; Heart of England; West Country; and Yorkshire. Eight sectors were chosen to provide a broadly based cross-section of these industries. These sectors were public house/bar; travel agent; hotel; visitor attraction; B&B/guesthouse; fast food/takeaway; restaurant or café; self-catering. The vast majority of firms in the sample were independently-owned single outlet businesses (80 per cent). The definition of a small firm adopt ed for the survey is fewer than 50 employees and is a conflation of the European Commission’s definition of very small (or micro) enterprises (fewer than ten employees) and small (between ten and 49 employees). The sample source was the Business Database (British Telecom) and a disproportionatestratified sample was specified within the four regions to provide a cross-section of experiences. This article presents some of the findings of the national survey of small tourism and hospitality firms. The survey is the most comprehensive of its kind ever to be undertaken in the UK and examined business performance, the business environment, marketing and recruitment and training in small tourism and hospitality firms. The survey represents a barometer of the changing attitudes and behaviour of those operating small tourism and hospitality firms.This article concentrates on the recruitment and training practices of the firms in the survey. The aim of the research was to discover the extent and nature of recruitment and training in small tourism and hospitality firms.ResultsInformality and a relatively unsophisticated management style characterise the approach taken towards recruitment and training in the small firms in the survey.When respondents in the survey were questioned about their recruitment activity during the past year (see Table I), and more specifically were asked about the methods used to recruit staff, word of mouth was the most commonly used recruitment method, followed by local press and job centres.These findings support the advice in the recruitment literature which normally suggests that small firms should recruit from the local labour market and should keep their recruitment spending within a very tight budget.In addition to questions on recruitment, respondents were asked a series of questions on training practices. When they were asked if they had a training plan for their business, the results were as indicated in Table II. Although only 11 per cent of small tourism and hospitality firms had a formal written plan, significantly more had some sort of training plan. Although this is lower than for other industries and thehospitality industry in general, it is higher than the figure for small firms, and does indicate some commitment to a systematic approach to training.As far as training budgets were concerned, 12 per cent of firms in the sample had them (see Figure 1). This figure of 12 per cent is not discouraging, and in fact, is almost identical to the figure of 12.5 per cent for small firms in general (Curran et al., 1996). Although both the figures for training plans and budgets appear encouraging, more details are required on the exact nature of the training plans and the precise amount of money devoted to training in relation to turnover etc. However, results from the survey do seem to indicate that some small tourism and hospitality firms are taking training seriously.Respondents were asked if they had provided training during the past 12 months (see Table III). On-the-job training was the most common training method used by small tourism and hospitality firms. This was followed by external training courses and induction. These results are unsurprising as small firms in general tend to favour informal training methods and usually value training which is specific to the job in question. Although on the job training may be appropriate for many jobs in small tourism and hospitality firms, this reliance on informal, unsophisticated training methods is typical of weak internal labour markets which generally have low skill requirements and lack training and promotion opportunities. This can beinterpreted as part of the whole package of the informal, unsophisticated approach to the management of human resources in small firms which is characterised by vague hiring standards and unsystematic recruitment. It runs counter to the primary labour market which has a strong internal labour market with precise hiring standards, formalised recruitment, high skill requirements and opportunities for training and promotion.Respondents in the survey were asked about training courses provided by external agencies and their replies produced the following response (see Table IV).As far as the small tourism and hospitality firms in the sample were concerned the courses which they found to be “very helpful” were organised by private providers (42 per cent found them to be very helpful). The provider who ranked second in the “very helpful” category was trade associations with 40 per cent. Courses provided by the banks appeared to be the least helpful as they had the highest percentage of respondents in the “not very helpful”category. Banks continue to be in the limelight as far as services to small businesses are concerned. Obviously it depends on which bank and which courses small tourism and hospitality businesses have experienced. Much also depends on the expectations that the owner/managers have of such a service. When the positive responses were combined, i.e. “very helpful” and “helpful”, the providers who fared best were private providers (86 per cent), trade associations (83 per cent) and local authorities (83 per cent). The banks’ results were worst with only 40 per cent of owner-managers finding their courses helpful.When respondents were questioned on active involvement in education or training initiatives, the results showed the following (see Table V). As far as Investors in People is concerned the 9 per cent of small tourism and hospitality firms which were either committed to or recognised as Investors In People is still much higher than the industry average of 3 per cent. This contrasts with the HtF’s suggestion that small firms are only as likely as large firms to engage in Investors in People activity.Another finding which contradicts the HtF’s view is that NVQ/SVQs have not been implemented in smaller hospitality establishments. Again, 17 per cent of small tourism and hospitality firms in the survey were participating in NVQs and SVQs. Highest participation was work experience for school pupils and work experience for college students and both of these “initiatives” have traditionally been extensively utilised by tourism and hospitality firms of all sizes.As mentioned above, it is pointless to invest in training unless some attempt is made to measure its effectiveness. In this survey of small tourism and hospitality firms one-third of respondents attempted to measure the effectiveness of training within their firm (see Figure 2). This again indicates that some small tourism and hospitality firms are taking training seriously.In the survey a question on future training intentions was divided into three sections; those relating to owner-managers, managers, staff. The results are summarised in Table VI Not surprisingly, the most likely recipients of training in these firms in the next 12 months will be staff. This may illustrate an intention to take training seriously but, of course, this intention needs to be reviewed in a year’s time. It is also necessary to evaluate the level, type, and quality of training being provided. Although there is an intention to train owner-managers in the next 12 months these are the people in small tourism and hospitality firms least likely to receive training in the next year. Given their importance as trainers, there is a case to be made that they should receive more support and training on how to train their workers more effectively. Authors such as Pittaway (1999) discovered that SME owners felt that their own skills impacted on the performance of the business and that they needed further training.ConclusionIn conclusion, this research has been undertaken as a result of the gap in knowledge on training in small firms, and more specifically on training in small tourism and hospitality firms. It suggests that this gap should not be allowed to continue, due to the growth and increasing importance of the tourism and hospitality industries and the nature of human resources within them. The research operates from the premiss that small firms are not microcosms of large firms, and as such require separate treatment. It is therefore inappropriate and inadequate simply to utilise previous research which is based on the large firm sector.This research has attempted partially to fill the gap in knowledge about the extent and nature of training in small tourism and hospitality firms.As expected, recruitment and training in small hospitality firms are largely carried out on an informal basis. This is entirely appropriate for the sizes of firms in question and is consistent with research conducted in various industry sectors. Implications of informality, however, may include being in breach ofcurrent employment law and may also result in recruiting people who are inappropriate in the long run. Informal recruitment practices and inappropriate selection can lead to high labour turnover.Compared with other industries, hospitality and tourism have higher than average skills shortages, labour turnover and hard to fill vacancies at every level (HEFCE, 1998). The scenario is one in which firms rely heavily on the secondary labour market and exhibit high levels of recruitment. It is argued that high levels of recruitment can affect the level of training in a firm. In fact, Hendry et al. (1991) found that in some cases, managers may prefer to recruit rather than train. Wynarczyck et al. (1993) discovered that the absence of an internal labour market in a small firm can impede the provision of formal training. Although this survey has not found a high level of formal training in small tourism and hospitality firms, it has discovered that in some firms, training is being taken seriously.Although as mentioned above, small businesses experience problems in providing training and the hospitality industry has one of the lowest training levels in the UK, small firms in this sector actually had higher incidences of training plans than small firms in other sectors.Informality is again present in relation to the types of training offered in the firms. As expected, on-job training predominates. Although it is essential to train people to do the job for which they have been appointed, this reliance on informal training can result in the exclusion of staff development in a more general sense and can reduce the likelihood of developing an internal labour market. Dependence on informal on-job training can increase the utilisation of the external labour market which enforces the vicious circle of high levels of recruitment and low levels of training.Optimism regarding training in small tourism and hospitality firms can again be seen when examining results of relationships with Investors In People and NVQs. The results of this survey indicated that in both cases small firms had higher levels of commitment than the hospitality industry in general.Overall this research has offered a snapshot of the nature and extent of recruitment and training in small tourism and hospitality firms.It is suggested that more research needs to be conducted to establish if correlations exist between training activity and the type and size of small tourism and hospitality firm. It is also proposed that whether or not a firm is in a stage of growth can determine attitudes towards and participation in training. Future research should concentrate on depth rather than breadth and a more qualitative approach would be appropriate which determine the reasons why small firm owner-managers decide to train/or not, how they decide on the type of training and if the type of training is effective in the small firm context.小企业的招聘与培训摘要酒店和旅游行业是对英国经济增长最快和最具活力的行业。