【正文】 的候選人有信心空缺將接受提議并保持這些公司以可接受的時(shí)間內(nèi)進(jìn)行(羅伯特和西2000)。,含量不僅限于廣告可能的我們的服務(wù)是多好!”,但也能給該組織的其他優(yōu)點(diǎn)為慈善事業(yè),捐贈(zèng)喜歡、環(huán)保行動(dòng)和企業(yè)社會(huì)責(zé)任它已經(jīng)威爾金森等(2007)。 Kramar, R 2008, Human Resource Management in Australia Strategy, People, Performance, 3rd edn, Mc GrawHill, Sydney.Jobs Assist and Vyom World 2010, 50 Common Interview Questions and Answers, viewed 9 May 2010, Lee, 2010, MAKING A WORLD OF DIFFERENCE: THE KAIFU LEE STORY, China Citic Press, China.Martocchio, J. J 2010, Employee Benefits A Primer for Human Resource Professionals, 4th edn, Mc GrawHill, Sydney.Red God Fish Co., Ltd 2010, Some of the Popular answers to Interviewers Questions 2002, viewed 9 May 2010, Tyson, S 2006, Essentials of Human Resource Management, 5th edn, ButterworthHeinemann, Sydney.Wilkinson, M 2007, The Business of Acting Responsibly. Charter, 78 (2), 3841.譯文員工流失管理資料來源：International Journal loyalty and integrity like Woolworth, ALDI, KFC etc, there are often a huge numbers of multiple choice questions。 and the possibility that those applying will accept positions the pany offered (Breaugh, cited in De Cieri amp。 Kramar 2008, ). Furthermore, Google’s fortable working atmosphere such as: casual dress every day, dogs can be brought to work, free delicious and nutritious meals, etc, all of these give employees a warm feeling of home (Lee 2010). Sometimes, employees’ leave may derive from ‘the boredom generated by simple, repetitive jobs’ (De Cieri amp。Cieri和Kramar提出四個(gè)關(guān)于招聘的理論：（一）。所以還是繼續(xù)討論哪一類型的來源和可行的是最適合這個(gè)服務(wù)公司。忠誠和完整性,伍爾沃斯——就像ALDI、肯德基等,經(jīng)常有一個(gè)巨大的數(shù)量的選擇題,其他信息,如犯罪記錄、殘疾、健康等(羅伯特和西2000)。其次,在評(píng)價(jià)的應(yīng)用形式后，會(huì)有一些候選人符合要求,來到下一步。查尋過程表明,當(dāng)空缺招聘人員描述了一種非常正面的影響,也不太快了而不能的現(xiàn)實(shí)工作預(yù)覽的(德Cieri和Kramar 2008年,),而該候選人被誘拐并進(jìn)一步導(dǎo)致情節(jié)嚴(yán)重者得不到滿足的期望和高人才流失率。(三)形象廣告。 Kramar 2008, ). Moreover, the supervisors’ personality are also contributable a lot on employee retention, for example, when the supervisor is just, friendly, positive, caring and helpful to his or her employees, it always generate high job satisfaction. Also, the supervisor who has the same values, attitudes and philosophies with employees would generate more job satisfaction of employees (De Cieri amp。 (b) Higher pay strategies。 progress in the form of a job history。 Seward, J 2000, Human Resource Management Framework amp。此外,第二政策可能會(huì)最有效、最有效的方法來吸引潛在的雇員在短期(德Cieri和Kramar 2008),但由于組織的不確定性的商業(yè)環(huán)境下,這種策略可能幾乎被采用在這個(gè)時(shí)期。任何組織,尤其是服務(wù)公司，必須采取最關(guān)心它如何選擇員工(羅伯特和西2000)。例如,電話面試、視頻面試和進(jìn)行面對(duì)面訪談(羅伯特和西2000)。例如,真實(shí)的信息——性別、性格、經(jīng)驗(yàn)、教育專業(yè),等。此外,從一寫組織了解各種招聘信息也是整體招聘計(jì)劃的一個(gè)至關(guān)重要部分。同時(shí),泰森(2006)認(rèn)為它是人力資源部運(yùn)作最重要的環(huán)節(jié)。 disability insurance and life insurance。of Management ．Dec．2009， Vol26 Issue those tests are also fairly essential for an organization to examine its candidates. What is more, the ‘worksample tests’ (De Cieri and Kramar 2008, ) are also applicable when it is necessary, but it is relatively cost much and takes a lot of time. Last but not least, when the organization is labor intensive type, the following tests such as: muscular power, muscular endurance, cardiovascular endurance, flexibility, balance tests are absolutely necessary as well (Hogan, cited in De Cieri amp。新員工的匹配率低的原因可能是招聘的時(shí)候出現(xiàn)了問題，有一些招聘中的環(huán)節(jié)影響了對(duì)新員工的招聘。例如,張貼廣告方面比其他相對(duì)花費(fèi)更少,所以還是為這一服務(wù)時(shí)使用這個(gè)策略組織經(jīng)濟(jì)前景是有挑戰(zhàn)性的。一開始,他們的申請(qǐng)表格通常是一個(gè)有效的意思是收集比較準(zhǔn)確、完整和歷史數(shù)據(jù)從一個(gè)競選者和用人單位在此基礎(chǔ)上,根據(jù)收集的資料,以評(píng)估和確定哪些人會(huì)來中國下一步的選擇(羅伯特和西2000)。所以在比較與前兩個(gè),進(jìn)行面對(duì)面訪談可能是最流行、普遍的理由,但也可能不方便面試官需要旅行很長一段路要面試地點(diǎn)。因此選拔程序進(jìn)行了仔細(xì)的極有必要確保最佳的申請(qǐng)人選定為任何空缺職位。這些都可以鞏固企業(yè)形象在社會(huì)從另一個(gè)不同的觀點(diǎn)。of Management(國際管理雜志)．Dec．2009， Vol26 Issue and other information like criminal record, disability, health etc (Robert and Seward 2000). Moreover, in order to guarantee the realism and reliability of the information, necessary certificates may need