【正文】 201 2 屆本科畢業(yè)論文外文翻譯 題目名稱 Skills shortage and recruitment in the SME sector 中文題目 中小企業(yè)招聘中的技能短缺 來源 Gerald Vinten, (1998) Skills shortage and recruitment in the SME sector, Career Development International, Vol. 3 Iss: 6, 242 英文原文： Title: Skills shortage and recruitment in the SME sector Author(s): Gerald Vinten, (Southampton Business School, Southampton, UK) Citation: Gerald Vinten, (1998) Skills shortage and recruitment in the SME sector, Career Development International, Vol. 3 Iss: 6, 242 Keywords: Human resource management, Job evaluation, Recruitment, Remuneration, Smalltomediumsized enterprises, Training Article type: Research paper DOI: (Permanent URL) Publisher: MCB UP Ltd Abstract: Skills shortage and recruitment is an area of undeniable importance to the SME sector and a challenge for human resource management. This article reports on the findings from a study of people management in over 300 anizations employing typically between 20 and 200 people. It aims to provide a clear understanding of how both larger and smaller SMEs recruit and select staff. It finds that the SMEs may have some advantages in the extent to which they can use flexible working patterns: a large number of panies use parttime workers, jobsharing and contracting out. However, fulltime working is still the most mon form of employment. The article reports that the most popular method for establishing pay levels within SMEs is the value of the job to the anization, 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 major initiative Managing People: The Changing Frontiers, to investigate the key issues facing personnel management. The IPD has recognized the importance of small and mediumsized enterprises (SMEs) in terms of their contribution to the economy and as a source of innovation in people management. It is in the tradition of recognition that may conveniently be dated from the Bolton (1971) Report. As part of the Changing Frontiers initiative, they missioned from the Professional Development Foundation a study of people management in anizations employing between 20 and 200 people. Over 300 panies cooperated in the research. In this article we concentrate on those findings which relate to skills shortage and recruitment. Skills shortage and recruitment This is an area of fundamental importance to the SME sector, and is a key area for human resource management (Vinten, 1996). There are two distinctions which affect human resource management in SMEs。 first, that between internal and external labor markets and secondly between local and national labor markets (Mahoney and Decktop, 1986). In larger firms there is a greater possibility of development and emphasis on an internal labor market to ll training needs. Such firms can also draw on national labor markets. It is often claimed that the SME employer is less likely to have the clearly articulated promotional prospects to attract equivalent talent. The assumption of a high degree of dependency in SMEs on outside factors for their human resource supply ignores the extent to which this can be moderated by the effect of local influences or fresh initiatives. A region may harbor a tradition of interfirm collaboration, say through subcontracting, which could moderate the external labor movement. There remains considerable disagreement on the employment opportunities offered by SMEs pared to larger firms. Some authors refer to the less formal and more personal forms of relationships in SMEs as being critical to increased efficiency through improved employee relations (Schumacher, 1989). However, others have questioned the view that interpersonal relationships are necessarily better in SMEs (Rainnie, 1989). It is apparent that a clear understanding of how SMEs recruit and select staff is needed. The SMEs in fact may have some advantages in the extent to which they can use flexible working patterns. The patterns of working, methods used to recruit and factors taken into account to fix pay levels when recruiting were considered in the questionnaire. A large number of panies now use parttime workers, jobsharing and a considerable number use contracting out. However, fulltime working was still the most mon form of employment. Smaller anizations tend to rely on local advertisements and personal remendations to recruit new 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 personnel specialist for the recruitment of staff. Virtually all anizations used personal references when selecting staff. However, while application forms are a popular selection tool, they are not used by all anizations – 11 per cent of anizations reported not using them at all. Psychometric tests were used by 17 per cent of anizations and 29 per cent used personality ass