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2012届本科毕业论文外文翻译题目名称SkillsshortageandrecruitmentintheSMEsector中文题目中小企业招聘中的技能短缺来源GeraldVinten,(1998)SkillsshortageandrecruitmentintheSMEsector,CareerDevelopmentInternational,Vol.3Iss:6,pp.238-242英文原文：Title:SkillsshortageandrecruitmentintheSMEsectorAuthor(s):GeraldVinten,(SouthamptonBusinessSchool,Southampton,UK)Citation:GeraldVinten,(1998)SkillsshortageandrecruitmentintheSMEsector,CareerDevelopmentInternational,Vol.3Iss:6,pp.238-242Keywords:Humanresourcemanagement,Jobevaluation,Recruitment,Remuneration,Small-to-medium-sizedenterprises,TrainingArticletype:ResearchpaperDOI:10.1108/13620439810234491(PermanentURL)Publisher:MCBUPLtdAbstract:SkillsshortageandrecruitmentisanareaofundeniableimportancetotheSMEsectorandachallengeforhumanresourcemanagement.Thisarticlereportsonthefindingsfromastudyofpeoplemanagementinover300organizationsemployingtypicallybetween20and200people.ItaimstoprovideaclearunderstandingofhowbothlargerandsmallerSMEsrecruitandselectstaff.ItfindsthattheSMEsmayhavesomeadvantagesintheextenttowhichtheycanuseflexibleworkingpatterns:alargenumberofcompaniesusepart-timeworkers,job-sharingandcontractingout.However,full-timeworkingisstillthemostcommonformofemployment.ThearticlereportsthatthemostpopularmethodforestablishingpaylevelswithinSMEsisthevalueofthejobtotheorganization,andtheabilitiesorskillsofthenewemployee.Mostrespondentstothissurveyfeltthattheyhadnoskillsshortageproblem.IntroductionTheInstituteofPersonnelandDevelopment(IPD)launchedamajorinitiativeManagingPeople:TheChangingFrontiers,toinvestigatethekeyissuesfacingpersonnelmanagement.TheIPDhasrecognizedtheimportanceofsmallandmedium-sizedenterprises(SMEs)intermsoftheircontributiontotheeconomyandasasourceofinnovationinpeoplemanagement.ItisinthetraditionofrecognitionthatmayconvenientlybedatedfromtheBolton(1971)Report.AspartoftheChangingFrontiersinitiative,theycommissionedfromtheProfessionalDevelopmentFoundationastudyofpeoplemanagementinorganizationsemployingbetween20and200people.Over300companiesco-operatedintheresearch.Inthisarticleweconcentrateonthosefindingswhichrelatetoskillsshortageandrecruitment.SkillsshortageandrecruitmentThisisanareaoffundamentalimportancetotheSMEsector,andisakeyareaforhumanresourcemanagement(Vinten,1996).TherearetwodistinctionswhichaffecthumanresourcemanagementinSMEs;first,thatbetweeninternalandexternallabormarketsandsecondlybetweenlocalandnationallabormarkets(MahoneyandDecktop,1986).Inlargerfirmsthereisagreaterpossibilityofdevelopmentandemphasisonaninternallabormarkettolltrainingneeds.Suchfirmscanalsodrawonnationallabormarkets.ItisoftenclaimedthattheSMEemployerislesslikelytohavetheclearlyarticulatedpromotionalprospectstoattractequivalenttalent.TheassumptionofahighdegreeofdependencyinSMEsonoutsidefactorsfortheirhumanresourcesupplyignorestheextenttowhichthiscanbemoderatedbytheeffectoflocalinfluencesorfreshinitiatives.Aregionmayharboratraditionofinter-firmcollaboration,saythroughsubcontracting,whichcouldmoderatetheexternallabormovement.ThereremainsconsiderabledisagreementontheemploymentopportunitiesofferedbySMEscomparedtolargerfirms.SomeauthorsrefertothelessformalandmorepersonalformsofrelationshipsinSMEsasbeingcriticaltoincreasedefficiencythroughimprovedemployeerelations(Schumacher,1989).However,othershavequestionedtheviewthatinterpersonalrelationshipsarenecessarilybetterinSMEs(Rainnie,1989).ItisapparentthataclearunderstandingofhowSMEsrecruitandselectstaffisneeded.TheSMEsinfactmayhavesomeadvantagesintheextenttowhichtheycanuseflexibleworkingpatterns.Thepatternsofworking,methodsusedtorecruitandfactorstakenintoaccounttofixpaylevelswhenrecruitingwereconsideredinthequestionnaire.Alargenumberofcompaniesnowusepart-timeworkers,job-sharingandaconsiderablenumberusecontractingout.However,fulltimeworkingwasstillthemostcommonformofemployment.Smallerorganizationstendtorelyonlocaladvertisementsandpersonalrecommendationstorecruitnewstaff.Someuseisalsomadeofrecruitmentagencies.Notsurprisinglylittleusewasreportedofnationaladvertisements.Amongrespondentswithdedicatedpersonnelstaff,46percentsaidtheywouldnotconsultapersonnelspecialistfortherecruitmentofstaff.Virtuallyallorganizationsusedpersonalreferenceswhenselectingstaff.However,whileapplicationformsareapopularselectiontool,theyarenotusedbyallorganizations–11percentoforganizationsreportednotusingthematall.Psychometrictestswereusedby17percentoforganizationsand29percentusedpersonalityassessments.Onatleastsomeoccasionsjobsamplesoraptitudetestswereusedby35percentoforganizationssurveyed.Thoserespondentswithpersonneltrainingwerenoticeablymorelikelytousepsychometrictestsorpersonalityassessments.However,theywereusedasaregularpartofselectiononlyinabout1in10cases.Themostpopularmethodforestablishingpaylevelswasshowntobethevalueofthejobtotheorganization,andtheabilitiesorskillsofthenewperson.Comparisonwithsalariespaidtoothersintheindustrywasalsoused,butlessoften.Incontrastwithpracticeinlargerorganizations,previouspaylevelsofthenewpersonandthepreviousincumbentwereconsideredunimportantinsmallerorganizations.Themajo