人力资源外文文献及翻译小企业的招聘与培训.docx

人力资源外文文献及翻译小企业的招聘与培训.docx

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人力资源外文文献及翻译小企业的招聘与培训

3400单词，1.8万英文字符，5240汉字

出处：

JamesonSM.Recruitmentandtraininginsmallfirms[J].JournalofEuropeanIndustrialTraining,2000,24

（1）:

43-49.

Recruitmentandtraininginsmallfirms

SMJameson

Abstract

ThehospitalityandtourismindustriesaretwoofthefastestgrowingandmostdynamicsectorsoftheUKeconomy.Bothindustriesarehighlylabourintensiveand,becauseofthis,theeffectivemanagementofhumanresourcesiscriticaltotheirsuccess.Adefiningcharacteristicoftheseindustriesisthehighincidenceofsmallfirms.Theissueoftraininginthesmallbusinesssectoringeneralhasbeenneglectedbyacademicsandmanagementspecialistsandthisisalsothecasespecificallyintourismandhospitality.Thisarticlegoessomewaytoaddressthisgapinknowledgeandexaminestherecruitmentandtrainingpracticesofsmalltourismandhospitalityfirms.Theissuesexaminedincludesourcesofrecruitment,theextenttowhichsmalltourismandhospitalityfirmshadtrainingplansandtrainingbudgets,participation,andevaluationoftraining.

Keyword（s）:

Recruitment;Training;Smallfirms;Hospitality;Tourism.

Background

Smallfirmsandtraining

Althoughdefinitionsofsmallfirmshavebeenextensivelydebated,thereisnodisagreementthatthemostcommonlyfoundtourismorhospitalityenterpriseissmall（Thomas,1998）.Todate,verylittleresearchhasbeenconductedintheseorganisations.ThisisnosurpriseandasMatlayargues:

TheissueoftraininginthesmallbusinesssectoroftheBritisheconomyhaslargelybeenneglectedbyacademicresearchersandhumanresourceplanning,developmentandmanagementspecialistswho,untilrecently,werecontenttosuggestsolutionswhichweremorerelevanttothebusinessesstrategiesoflargerfirms（Matlay,1996,p.648）.

ThisissupportedbyJohnsonandGubbins（1992,pp.28-9）whosuggestthat:

relativelylittleisknownabouttheextent,natureanddeterminantsoftraininginsmallandmedium-sizedbusinesses,eitheronanationaloronalocalbasis.

Itisarguedthatwiththegrowthoftourismandhospitalityandtheimportanceofhumanresourceswithinthemthisneglectshouldnotcontinue.

Researchconductedinhospitalityandtourismfirmsofallsizeshasdiscoveredthatinformalityandarelativelyunsophisticatedmanagementstylecharacterisetheapproachtakentowardsrecruitmentandtraining（Goldsmithetal.,1997;Price,1994;Lucas,1995;Baum,1995）.Researchonrecruitmentandtraininginsmallfirmsingeneral（Jameson,1998）hasalsoindicatedthataninformalapproachtowardsthemanagementofhumanresourcesisthenorminthesefirms.Oneofthemajorthemesinsmallbusinessliteraturehasbeentheexaminationoftheinformalityofrelationsbetweenemployersandemployees.Acorrelationhasbeenfoundtoexistbetweenthesizeoffirmandlevelofformalityinvarioussectorsoftheeconomy（see,forexample,Scottetal.（1989）;Curranetal.（1993））.Researchconductedspecificallyinhospitalityfirms（Price,1994,p.49）foundthat:

oneofthemainfindingsfromthesurveywastheimportanceoftherelationshipbetweenestablishmentsizeandemploymentpractices…therewasastrongcorrelationbetweensizeandtheextenttowhichestablishmentshadintroducedpersonnelpolicies,proceduresorotherarrangementswhichmettherequirementsofemploymentlaw.

Thesignificanceofthisrelationshipcannotbeunderestimatedandmustbeborneinmindwheninterpretingtheresultsonrecruitmentandtraininginthesmallfirmsinthesample.

Anymeaningfulanalysisofrecruitmentandtrainingcannotbeundertakenwithoutsomeunderstandingofthelabourmarketwithinwhichsmalltourismandhospitalityfirmsoperate.Muchefforthasbeenexpendeddevelopingtheoreticalmodelsofthelabourmarket.Asfarasthetourismandhospitalityindustriesareconcernedoneofthemostusefultheoriesisduallabourmarkettheory.Goldsmithetal.（1997）summarizethissuccinctly.Duallabourmarkettheoryproposesthatthetotallabourmarketcanbesegmented.Onesectionistheprimarylabourmarket,wherejobstendtobesuppliedbylarge,highlyprofitablefirmswithahighcapitaltolabourratioandhighproductivity.Here,productionisusuallylargescalewithhighinvestmentintechnology.Employmentinthesefirmsisnormallystablewithrelativelyhighskillandwagelevels.Inthiscontext,therearenormallyopportunitiesfortraining.Thesecondarylabourmarketisnormallycharacterisedbysmallfirmswithlowcapitaltolabourratio,lowproductivityandsmallscaleproduction.Inthesefirms,wageandskilllevelstendtobelow,employmentisunstableandtrainingopportunitiesareusuallylimited.Smalltourismandhospitalityfirmsnormallytendtooperatewithinthesecondarylabourmarket.

Thereareobviousrelationshipsbetweenrecruitmentandtraining.Onerelationshipiswheretrainingcanprovidesolutionstoproblemsinthelabourmarket.CampbellandBaldwin（1993）suggestthatinmanyindustrialisedcountriesthereisaconcernthatskillsshortagesandmismatchesareappearinginthelabourmarketandthatpolicymakersareawarethatrecruitmentdifficultiesandskillshortagesmayreducethecompetitivenessofsmallandlargefirms.BradleyandTaylor（1996）suggestthatthereisagrowingawarenessthateducationandtrainingsystemscaninfluencetheskillandoccupationalmixofalocalityandlocaleconomicwellbeing.Anothertypeofrelationshipisonewherethelevelofrecruitmentaffectstheleveloftraining.Intourismandhospitality,withtheirrelianceonthesecondarylabourmarketandhighratesoflabourturnover,thereisastrongtendencytohavehighlevelsofrecruitmentandlowlevelsoftraining.Theargumentsbeingthateitheritisnotworthinvestingintrainingortheresimplyisnottime.

Recruitment

Researchontourismandhospitalityfirmsingeneral（i.e.notspecificallysmallfirms）referstoinformalandunsystematicrecruitmentmethods（LucasandBoella,1996）.Others,whohavecarriedoutresearchintorecruitmentinsmallfirmsingeneralhavefoundarelianceoninformalmethods（see,forexample,Curranetal.,1993）.Millwardetal.（1992）foundthat,whereaslargerenterprisesreliedgreatlyonformalmethodsandbureaucraticproceduresbyspecialistpersonneldepartments,thesmallbusinessowner/managerislikelytohandlerecruitingandpersonnelmatterswithoutdelegatingandisunlikelytohaveanyrelevantskills.

Training

Tourismandhospitalityhaveoneofthehighestlevelsofskillshortages（HCTC,1995;HEFCE,1998）.If,asBradleyandTaylor（1996）suggest,trainingcaninfluencetheskillofalocality,thenitisinterestingtoseehowseriouslysmalltourismandhospitalityfirmstaketraining.

AccordingtoCurranetal.（1996）smallbusinessesexperienceproblemsinprovidingtrainingforbothowner-managersandworkers.IthasalsobeendiscoveredthatthehospitalityindustrydisplaysoneofthelowestlevelsoftrainingactivityintheUKeconomy（HCTC,1995）.Thesepointsshouldbeborneinmindwhentheresultsofthissurveyareinterpreted.

Twooftheindicatorsofasystematicapproachtotrainingaretheexistenceofatrainingplan/policyandaspecificbudgetfortraining.

AccordingtotheHospitalityTrainingFoundation（HtF,1996）63percentofemployersinallindustrieshadatrainingplan.Incateringandhospitality64percenthadatrainingplan.Themostrecentresearchontrainingandsmallfirmsfoundthatonly28percentofsuchfirmshadatrainingplan.

Itisappropriatetodiscusstrainingbudgetsalongsidetrainingplans.Itisalsousefultocomparethesurveyfindingswithallindustriesandwiththehospitalityindustry（nofiguresareavailablefortourism）.Inallindustries55percentofemployershadtrainingbudgets;inhospitalitythisfigurewas43percentaccordingtoIFFresearch（HtF,1996）.However,researchcarriedoutbytheHtFfoundthatonly19percentofhospitalityfirmshadatrainingbudget.

IntheUK,theprovisionoftrainingtoSMEshasbecomeacentralissueofeconomicpolicy（MillerandDavenport,1987）.Storey（1994）hasdescribedthisasamajorindirectsmallfirmspolicyinitiative.Overthelastdecade,theprovisionoftrainingandsupporttoSMEshasincreasedconsiderablyinvolvingnationalandlocalGovernment,theprivatesector,andfurtherandhighereducationinstitutes（Westhead,1996.Inthesurveyonsmalltourismandhospitalityfirms,theissueoftrainingprovisionwasexamined.

Thereislittlepointininvestingintrainingwithoutattemptingtomeasureitseffectiveness.Measuringtheeffectivenessoftrainingisextremelydifficultinanysizeoffirm.Thesmallfirmsliteraturesuggeststhatowner-managersofsmallfirmsassessthevalueofworkforcetraininginaninformalwayandtendtousevariouskindsofsubjectiveassessments.Thefirmsinthesurveywerequestionedonifandhowtheymeasuredtheeffectivenessoftraining.

Researchmethod

ResearchersatTheCentrefortheStudyofSmallTourismandHospitalityFirmsbasedatLeedsMetropolitanUniversity,UK,werekeentoexaminebusinesspracticesinsmallfirmsbothbybreadthanddepth.Assuch,itwasdecidedtoadministeraquestionnaireto4,331smallfirms.Intotal,1,103werereturnedcompleted,givingaresponserateof26percent.Theprojectfocusedonfourregions:

Cumbria;HeartofEngland;WestCountry;andYorkshire.Eightsectorswerechosentoprovideabroadlybasedcross-sectionoftheseindustries.Thesesectorswerepublichouse/bar;travelagent;hotel;visitorattraction;B&B/guesthouse;fastfood/takeaway;restaurantorcafé;self-catering.Thevastmajorityoffirmsinthesamplewereindependently-ownedsingleoutletbusinesses