人力資源管理外文翻譯--中小企業(yè)招聘中的技能短缺（節(jié)選）

1、2012 屆本科畢業(yè)論文外文翻譯題目名稱 題目名稱 Skills shortage and recruitment in the SME sector中文題目 中文題目 中小企業(yè)招聘中的技能短缺來源 來源 Gerald Vinten, (1998) “Skills shortage and recruitment in the SME sector“, Career Development Inter

2、national, Vol. 3 Iss: 6, pp.238 - 242英文原文： 英文原文：Title: Skills shortage and recruitment in the SME sectorAuthor(s): Gerald Vinten, (Southampton Business School, Southampton, UK)Citation: Gerald Vinten, (1998) “Skills shor

3、tage and recruitment in the SME sector“, Career Development International, Vol. 3 Iss: 6, pp.238 - 242Keywords: Human resource management, Job evaluation, Recruitment, Remuneration, Small-to-medium-sized enterprises, Tra

4、iningArticle type: Research paperDOI: 10.1108/13620439810234491 (Permanent URL)Publisher: MCB UP LtdAbstract: Skills shortage and recruitment is an area of undeniable importance to the SME sector and a challenge for huma

5、n resource management. This article reports on the findings from a study of people management in over 300 organizations employing typically between 20 and 200 people. It aims to provide a clear understanding of how both

6、 larger and smaller SMEs recruit and select staff. It finds that the SMEs may have some advantages in the extent to which they can use flexible working patterns: a large number of companies use part-time workers, job-s

7、haring and contracting out. However, full-time working is still the most common form of employment. The article reports that the most popular method for establishing pay levels within SMEs is the value of the job to th

8、e organization, and the abilities or skills of the new employee. Most respondents to this survey felt that they had no skills shortage problem.Introduction The Institute of Personnel and Development (IPD) launched a majo

9、r initiative “Managing People: The Changing Frontiers“, to investigate the key issues facing personnel management. The IPD has recognized the importance of small and medium-sized enterprises (SMEs) in working patterns. T

10、he patterns of working, methods used to recruit and factors taken into account to fix pay levels when recruiting were considered in the questionnaire. A large number of companies now use part-time workers, job-sharing an

11、d a considerable number use contracting out. However, fulltime working was still the most common form of employment. Smaller organizations tend to rely on local advertisements and personal recommendations to recruit new

12、staff. Some use is also made of recruitment agencies. Not surprisingly little use was reported of national advertisements. Among respondents with dedicated personnel staff, 46 per cent said they would not consult a perso

13、nnel specialist for the recruitment of staff. Virtually all organizations used personal references when selecting staff. However, while application forms are a popular selection tool, they are not used by all organizatio

14、ns – 11 per cent of organizations reported not using them at all. Psychometric tests were used by 17 per cent of organizations and 29 per cent used personality assessments. On at least some occasions job samples or aptit

15、ude tests were used by 35 per cent of organizations surveyed. Those respondents with personnel training were noticeably more likely to use psychometric tests or personality assessments. However, they were used as a regul

16、ar part of selection only in about 1 in 10 cases. The most popular method for establishing pay levels was shown to be the value of the job to the organization, and the abilities or skills of the new person. Comparison wi

17、th salaries paid to others in the industry was also used, but less often. In contrast with practice in larger organizations, previous pay levels of the new person and the previous incumbent were considered unimportant in

18、 smaller organizations. The majority of respondents to the interviews felt that they had no skills shortage problem. Reasons given for this varied from retaining and retraining existing staff, to the existence of a large

19、 skills pool due in many cases to the last few years of recession: No problem – after the recession there are plenty of people with the skills we need looking for work. (Personnel Manager – construction b