【正文】 ed for skilled manual labor. (Managing Director – technical services pany) These views have important echoes for the UK Plc. As Keep and Mayhew (1994) have pointed out, the Government has placed particular emphasis on the SME sector and the enterprise culture as a way to revitalize Britain: Unfortunately, for those who embrace hopes of a highskill, hightech UK economy peting successfully in world markets, there are indications that significant sections of the revitalized small firms sector do not chime particularly well with this vision. Keep and Mayhew (1994) point out that many small firms are established in nontradable areas, with only 1 per cent of sales made outside of the UK. These areas do not suggest a massive increase in demand for higher skills or qualifications. Several industries have already indicated that the National Education and Training Targets are wildly optimistic with little chance of achievement. Many of the panies in this study were operating in high skills areas and were growth originated firms with strong export markets or potential. Few had anything positive to say about the current national approach to training. Recruitment Recruitment is an issue for the pany since it is a new industry there are skill shortages, and it provides a 24 hour service. Local people are preferred, but specialist skills are imported. At present expatriates are used to fill key positions if needed, but a policy of developing and growing talent inhouse is in place. A succession planning system is now in development to further enhance this. Continuous improvement is one of the core values, and models to assist career planning in the pany and in future careers outside the pany are being introduced. Recruitment methods cover a wide range of tools, although psychometrics is only just being piloted to see if they add value to the process at a senior level. Remuneration Remuneration is very much market led. The market in the industry changes very rapidly, and an updated salary survey is needed to ensure the rates are in line with the market. Attempts to grade and band pay within jobs are in place. The bonus system is team based and linked to specific targets. The benefits package is part of the attempt to recruit staff as well as being part of the core value system. Classic entrepreneurial panies: case study – Property Company Company Y is a wholly privately owned independent property database and property database training organization. The pany started trading five years ago as a oneperson organization. It has since grown to the size where it employs 30 people on a fulltime basis and several on a parttime basis. It is quoted as one of the top 100 of smaller panies in the UK. It is distinguished from other smaller panies by the similarities to larger organizations with respect to people management systems. The pany has a philosophy that employees make the difference between business success and failure and consequently it is a high pany priority that fair and equal people management systems are in place. It provides a good example of an emergent style of people management. Recruitment The main criteria for the Recruitment of: ?technical staff is the skills they possess in order to do the job。 ?secretarial staff is the experience of doing the type of work。 however, the skills for the job are important and would be expected. The key personnel are the telephone customer care operators. The type of individual recruited is changing. The pany has started to recruit groups of multiskilled individuals as opposed to single skill. The idea is to have individuals who are able to function in a variety of work settings. This will be of benefit to the pany as it will rotate skills to the areas in need at the time, and to the individual in terms of career development and gaining experience of a wide variety of tasks. The pany uses a range of selection procedures – all administered on an inhouse basis. These include the use of: psychometric tools – verbal and numerical, letter writing and data inputting exercises。s administrative and organizational framework. These tend to stifle the initiative that an organization like Company X needs in order to produce a high quality, top of the range magazine with excellent international credentials. There is conflict of opinion as to how things should be done between the parent pany and this one. There is strict control over costs and spending by the Directors of the pany. Spending can not take place without the Directors39。 service. Remuneration Pay levels are set by Head Office and do not relate to the existing skills of those recruited. It is felt in the pany that there are individuals who should be paid significantly more than they are being paid. This leads people in the pany to feel that they are not valued for the contribution they make. This attitude is felt at all levels from the top down. Initial contributions are set by Head Office and measured on an annual basis by the Managing Director and the Financial Director. These are linked to management accounts and also by loo