【正文】 這些都是與管理賬目 有關(guān) ，并通過(guò)對(duì)預(yù)算成本的期望。有人認(rèn)為在公司應(yīng)該支付給他們的要明顯比現(xiàn)在支付的多。 招聘一般往往要低。如果成功的話，這個(gè)人將帶來(lái)工作人員來(lái)領(lǐng)導(dǎo)新的分工。個(gè)人是否是本地的不是很重要。 這被看作是促進(jìn)工作人員和高級(jí)管理人員之間的開(kāi)放和直接的溝通。 有系統(tǒng)一致 的質(zhì)量檢查，并通過(guò)簽署證明的過(guò)程 ； 員工都對(duì)自己的工作負(fù)責(zé) 。 有嚴(yán)格控制成本和由公司董事開(kāi)支。 該公司就像是被母公司當(dāng)做的子公司一樣， 但它的行為就像一個(gè)獨(dú)立的單元。 然后這個(gè)被用于平衡個(gè)辦事員的職位的差別 該公司總經(jīng)理持有公司薪酬的最終權(quán)威但這是委派的運(yùn)作和財(cái)務(wù)總監(jiān)，去年沒(méi)有由MD 進(jìn)行調(diào)整 。 薪酬 目 前的薪酬水平是根據(jù)受聘人現(xiàn)有的技能 和 其業(yè)務(wù)目標(biāo)的貢獻(xiàn) 來(lái) 設(shè)置 的。 這將有利于該公司，因?yàn)樗鼤?huì)在需要的地區(qū) 循環(huán) 時(shí)間技能 ， 以及 個(gè)人在職業(yè)發(fā)展和獲得的各種任務(wù)的經(jīng)驗(yàn)。 關(guān)鍵人員 就是 電話客戶服務(wù)的經(jīng)營(yíng)者。公司現(xiàn)有員工 180 人左右。 所采取的流程是：總經(jīng)理告知經(jīng)理可供發(fā)行的數(shù)量，由經(jīng)理根據(jù)各自水平確定 . 案例研究 — 卡保障計(jì)劃 卡保障計(jì)劃是一家私營(yíng)公司 。 為了設(shè)置初始水平，公司著眼于市場(chǎng)利率和涉及這些組織中的水平。目前招聘的方法將繼續(xù)留在以后的使用程序，協(xié)助業(yè)務(wù)到位的增長(zhǎng)。 招聘 招聘的主要標(biāo)準(zhǔn)： 以 他們擁有的技能 來(lái)做應(yīng) 做的工作 所 做 的 工作類型 — 是能力 的 類型 ， 這種類型的工作經(jīng)驗(yàn)已經(jīng)不能獲得在其他工作經(jīng)驗(yàn)— 該公司提供了進(jìn)一步的培訓(xùn) 。這是在英國(guó)的前 100 強(qiáng)之一報(bào)價(jià)規(guī)模較小的 公司。 薪酬福利是 試圖 招聘員工 的一部分， 作為核心價(jià)值體系的一部分 是一樣的。 薪酬 薪酬是非常市場(chǎng) 的 主導(dǎo)。目前如果需要的話外籍人士是用來(lái)填補(bǔ)關(guān)鍵職位，但地方發(fā)展和不斷增長(zhǎng)的內(nèi)部人才的政策 是 在適當(dāng)?shù)牡胤?。很少有什么積極 的來(lái) 談?wù)?目前全國(guó)的培訓(xùn)方式。 Keep 和 Mayhew 指出， 許多小企業(yè)是建立在非流通領(lǐng)域 ， 英國(guó)以外的只有 1％的銷售額 。 我們正在生產(chǎn)一代無(wú)人管理的經(jīng)理。 需要強(qiáng)調(diào)的 是 職業(yè)功能的變化 ，而不是把人們推入有太多人的銀行，應(yīng)該把他們推向行業(yè)工作。 適應(yīng)工作的人而不是工作 適應(yīng)人 。 進(jìn)一步的趨勢(shì)似乎出現(xiàn) 在 企業(yè) 里，正在 從發(fā)現(xiàn)的技能以適應(yīng)工作 中改變他們的重點(diǎn)。少數(shù)遭受技能短缺的企業(yè)正試圖從 更廣泛的領(lǐng)域 通過(guò)招聘 保留和再培訓(xùn)現(xiàn)有員工 。 與 大型組織中的實(shí)踐 相比 ， 新 員工 與以往在位者以前的薪酬水平在規(guī)模較小的組織 中 被認(rèn)為是不重要 的。使用個(gè)人訓(xùn)練的受訪者 明顯更可能使用心理測(cè)驗(yàn)，人格評(píng)估。幾乎所有的組織 在挑選員工時(shí) 都使用個(gè)人參考。規(guī)模較小的組織往往依靠本地廣告和個(gè)人 推薦 招聘新員工。 事實(shí)上，中小型企業(yè)可能在他們可以利用靈活的工作模式程度上有一些優(yōu) 勢(shì) 。 與 大企業(yè)相比，中小企業(yè)提供的就業(yè)機(jī)會(huì)仍然存在較大分歧 。 這些公司還可以利用國(guó)家勞動(dòng)市場(chǎng)。 有兩個(gè)影響中小型企業(yè)的人力資源管理的區(qū)別 。 作為的 “ 前言 ” 倡議的一部分，他們委托的專業(yè)發(fā)展基金會(huì)在雇用 20 至 200 人的組織中做以人為本的 管理研究 。本次調(diào)查的大多數(shù)受訪者認(rèn)為自己已經(jīng)沒(méi)有技能短缺的問(wèn)題。 實(shí)證結(jié)果發(fā)現(xiàn) ,中小企業(yè)在他們使用彈性工作模式上 也許有一定程度的優(yōu)勢(shì)。 service in the pany and another five people with ten years39。 and personality questionnaires. The criteria for jobs are detailed in petency terms with skills broken down into ponent parts. Remuneration At the moment pay levels are set according to the existing skills of those recruited and their contribution to business goals. However, this is likely to change as the HR Manager has put a proposal forward for a job evaluation scheme to look at the value of core skills and how they are perceived as contributing to business success. The way in which contributions were set during the last pay round was for a team’s supervisor to assess the team by giving a rating on petencies and skills. This involved a process of looking at the hierarchy of petencies. This was then used to level out the differential in clerical positions. The Managing Director does hold ultimate authority for remuneration in the pany but this is delegated to the Operations and Finance Director and last year no adjustments were made by the MD. Case study – a publishing pany using specialist staff The pany publishes a prestigious high quality ne objects magazine. It is a wholly owned subsidiary of a privately owned publication corporation. It provides a good example of a reactive style of people management. The pany is treated like a subsidiary by the parent pany, but it behaves like an independent unit. It has difficulty in staying within the parent pany39。12K. In order to set initial levels, the pany looks at market rates and relates these to levels in the organization. Contributions are measured on an ongoing basis with the use of annual appraisals. This is supplemented by the continuous assessment of staff by their managers. While the Managing Director of the pany does retain the ultimate decisionmaking authority for remuneration, it is rarely enforced. The process adopted is that the MD informs managers of the amount available for distribution and they then decide on levels to be set. Case study – Card Protection Plan Card Protection Plan is a privately owned pany. Its core business is providing a loss reporting service to card issuers for their card holders. The pany is quoted as one of the top 100 performing private panies in the UK. Its success has mushroomed since formation in 1980. The pany currently employs around 180 people. The pany provides a good example of a proactive management style which seeks to align the management of human resource issues with the achievement of the business strategy. Recruitment Recruitment is skills driven, neither industry nor locality driven. Previous experience of working in the industry is not essential。 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