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外文翻译

2012届本科毕业论文外文翻译

题目名称SkillsshortageandrecruitmentintheSMEsector

中文题目中小企业招聘中的技能短缺

来源GeraldVinten,（1998）"SkillsshortageandrecruitmentintheSMEsector",CareerDevelopmentInternational,Vol.3Iss:

6,pp.238-242

英文原文：

Title:

SkillsshortageandrecruitmentintheSMEsector

Author（s）:

GeraldVinten,（SouthamptonBusinessSchool,Southampton,UK）

Citation:

GeraldVinten,（1998）"SkillsshortageandrecruitmentintheSMEsector",CareerDevelopmentInternational,Vol.3Iss:

6,pp.238-242

Keywords:

Humanresourcemanagement,Jobevaluation,Recruitment,Remuneration,Small-to-medium-sizedenterprises,Training

Articletype:

Researchpaper

DOI:

10.1108/136********234491（PermanentURL）

Publisher:

MCBUPLtd

Abstract:

SkillsshortageandrecruitmentisanareaofundeniableimportancetotheSMEsectorandachallengeforhumanresourcemanagement.Thisarticlereportsonthefindingsfromastudyofpeoplemanagementinover300organizationsemployingtypicallybetween20and200people.ItaimstoprovideaclearunderstandingofhowbothlargerandsmallerSMEsrecruitandselectstaff.ItfindsthattheSMEsmayhavesomeadvantagesintheextenttowhichtheycanuseflexibleworkingpatterns:

alargenumberofcompaniesusepart-timeworkers,job-sharingandcontractingout.However,full-timeworkingisstillthemostcommonformofemployment.ThearticlereportsthatthemostpopularmethodforestablishingpaylevelswithinSMEsisthevalueofthejobtotheorganization,andtheabilitiesorskillsofthenewemployee.Mostrespondentstothissurveyfeltthattheyhadnoskillsshortageproblem.

窗体顶端

Introduction

TheInstituteofPersonnelandDevelopment（IPD）launchedamajorinitiative"ManagingPeople:

TheChangingFrontiers",toinvestigatethekeyissuesfacingpersonnelmanagement.TheIPDhasrecognizedtheimportanceofsmallandmedium-sizedenterprises（SMEs）intermsoftheircontributiontotheeconomyandasasourceofinnovationinpeoplemanagement.ItisinthetraditionofrecognitionthatmayconvenientlybedatedfromtheBolton（1971）Report.

Aspartofthe"ChangingFrontiers"initiative,theycommissionedfromtheProfessionalDevelopmentFoundationastudyofpeoplemanagementinorganizationsemployingbetween20and200people.Over300companiesco-operatedintheresearch.Inthisarticleweconcentrateonthosefindingswhichrelatetoskillsshortageandrecruitment.

Skillsshortageandrecruitment

ThisisanareaoffundamentalimportancetotheSMEsector,andisakeyareaforhumanresourcemanagement（Vinten,1996）.TherearetwodistinctionswhichaffecthumanresourcemanagementinSMEs;first,thatbetweeninternalandexternallabormarketsandsecondlybetweenlocalandnationallabormarkets（MahoneyandDecktop,1986）.Inlargerfirmsthereisagreaterpossibilityofdevelopmentandemphasisonaninternallabormarkettolltrainingneeds.Suchfirmscanalsodrawonnationallabormarkets.ItisoftenclaimedthattheSMEemployerislesslikelytohavetheclearlyarticulatedpromotionalprospectstoattractequivalenttalent.

TheassumptionofahighdegreeofdependencyinSMEsonoutsidefactorsfortheirhumanresourcesupplyignorestheextenttowhichthiscanbemoderatedbytheeffectoflocalinfluencesorfreshinitiatives.Aregionmayharboratraditionofinter-firmcollaboration,saythroughsubcontracting,whichcouldmoderatetheexternallabormovement.ThereremainsconsiderabledisagreementontheemploymentopportunitiesofferedbySMEscomparedtolargerfirms.SomeauthorsrefertothelessformalandmorepersonalformsofrelationshipsinSMEsasbeingcriticaltoincreasedefficiencythroughimprovedemployeerelations（Schumacher,1989）.However,othershavequestionedtheviewthatinterpersonalrelationshipsarenecessarilybetterinSMEs（Rainnie,1989）.

ItisapparentthataclearunderstandingofhowSMEsrecruitandselectstaffisneeded.TheSMEsinfactmayhavesomeadvantagesintheextenttowhichtheycanuseflexibleworkingpatterns.Thepatternsofworking,methodsusedtorecruitandfactorstakenintoaccounttofixpaylevelswhenrecruitingwereconsideredinthequestionnaire.

Alargenumberofcompaniesnowusepart-timeworkers,job-sharingandaconsiderablenumberusecontractingout.However,fulltimeworkingwasstillthemostcommonformofemployment.

Smallerorganizationstendtorelyonlocaladvertisementsandpersonalrecommendationstorecruitnewstaff.Someuseisalsomadeofrecruitmentagencies.Notsurprisinglylittleusewasreportedofnationaladvertisements.Amongrespondentswithdedicatedpersonnelstaff,46percentsaidtheywouldnotconsultapersonnelspecialistfortherecruitmentofstaff.Virtuallyallorganizationsusedpersonalreferenceswhenselectingstaff.However,whileapplicationformsareapopularselectiontool,theyarenotusedbyallorganizations–11percentoforganizationsreportednotusingthematall.Psychometrictestswereusedby17percentoforganizationsand29percentusedpersonalityassessments.Onatleastsomeoccasionsjobsamplesoraptitudetestswereusedby35percentoforganizationssurveyed.Thoserespondentswithpersonneltrainingwerenoticeablymorelikelytousepsychometrictestsorpersonalityassessments.However,theywereusedasaregularpartofselectiononlyinabout1in10cases.

Themostpopularmethodforestablishingpaylevelswasshowntobethevalueofthejobtotheorganization,andtheabilitiesorskillsofthenewperson.Comparisonwithsalariespaidtoothersintheindustrywasalsoused,butlessoften.Incontrastwithpracticeinlargerorganizations,previouspaylevelsofthenewpersonandthepreviousincumbentwereconsideredunimportantinsmallerorganizations.Themajorityofrespondentstotheinterviewsfeltthattheyhadnoskillsshortageproblem.Reasonsgivenforthisvariedfromretainingandretrainingexistingstaff,totheexistenceofalargeskillspooldueinmanycasestothelastfewyearsofrecession:

Noproblem–aftertherecessionthereareplentyofpeoplewiththeskillsweneedlookingforwork.（PersonnelManager–constructionbasedbusiness）

Companiesoperatinginspecialistareasandparticularlynewlyemergingindustriesdidreportproblemsinsomepartsoftheiroperation.Theminoritythatwassufferingaskillsshortageweredealingwithitbyattemptingtoretainandretrainexistingstaffandbyrecruitingfromwiderareas.Attemptstoensurethatstaffstayedwiththecompanywerestressedbysome.Morecreativeapproachesbasedonjobdesignmethodswerealsoutilized.Oneapproachwastoremoveunskilledtasksfromskilledworkersalreadyinthecompany,thusallowingthemtoconcentrateontheirskilledtasks.Afurthertrendseemedtoemergeinthatcompanieswerechangingtheiremphasisfromfindingtheskillstofitthejob,towardsfittingthejobtotheavailableskills:

Welookafterourstaffandtheystaywithus.（Director–marketingcompany）…doesalotofourowntraining.Obviouslythissetsusbackintermsofresponsiveness.（PersonnelOfficer–softwareHouse）

Adaptthejobtothepersonratherthanthepersontothejob.（FinanceDirector–engineeringbasedmanufacturer）

Whenaskedwhatwouldbeusefulindealingwiththeskillsshortagethemajorityresponseagainwasthattherewasnoissuetotackle.However,amongthosewhowerefacingaproblemtherewasafeelingthatindividualsshouldleaveeducationbetterequippedtounderstandandmakeacontributiontotheindustrialsector,andhaveapracticalunderstandingoftheworldofwork.Astrongareaofconcernwasthattheeducationsystemstillappearstoactivelydiscouragestudentsfromenteringtheindustrial/manufacturingsector,withtheattitudethattodosoisalastresortifexamresultsarenotgoodenoughforanythingelse:

…needachangeofemphasisinthecareersfunction.RatherthanpushingpeopleintoBankingwhichhastoomanypeople,pushthemtowardsindustrywhichiswherethejobsare.（PersonnelDirector–engineeringcompany）

WeneedachangeofimageformanufacturingintheUK.（ManagingDirector–technicalproductsmanufacturer）

Manyfirmsfeltthatthephasingoutoftheapprenticeshipschemeremovedwhatwaspreviouslyaviableandrespectablealternativetotheacademicpath.Thecurrentsetofvocationaltraininginitiativeswasnotviewedasprovidingtheequivalentqualityoftrainingastheapprenticeshipsystem:

Weareproducingagenerationofmanagerswithno-onetomanage.Theabolitionoftheapprenticeshipsystemhasbeendisastrousforallindustries,likeours,withaneedforskilledmanuallabor.（ManagingDirector–technicalservicescompany）

TheseviewshaveimportantechoesfortheUKPlc.AsKeepandMayhew（1994）havepointedout,theGovernmenthasplacedparticularemphasisontheSMEsectorandtheenterprisecultureasawaytorevitalizeBritain:

Unfortunately,forthosewhoembracehopesofahigh-skill,high-techUKeconomycompetingsuccessfullyinworldmarkets,thereareindicationsthatsignificantsectionsoftherevitalizedsmallfirmssectordonotchimeparticularlywellwiththisvision.

KeepandMayhew（1994）pointoutthatmanysmallfirmsareestablishedinnon-tradableareas,withonly1percentofsalesmadeoutsideoftheUK.Theseareasdonotsuggestamassiveincreaseindemandforhigherskillsorqualifications.SeveralindustrieshavealreadyindicatedthattheNationalEducationandTrainingTargetsarewildlyoptimisticwithlittlechanceofachievement.

Manyofthecompaniesinthisstudywereoperatinginhighskillsareasandweregrowthoriginatedfirmswithstrongexportmarketsorpotential.Fewha