一公升眼泪Recruitment-and-training-in-small-firms小企业的招聘与培训大学毕业论文英文文献翻译

2021年1月18日发(作者：温暖的一句话)



毕 业 设 计（论文）
外 文 文 献 翻 译



文献、资料中文题目：小企业的招聘与培训
文献、资料英文题目：
Recruitment and training in small firms
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翻译日期： 2017.02.14




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Recruitment and training in small firms

Abstract
The hospitality and tourism industries are two of the fastest growing and most dynamic sectors of the UK
economy. Both industries are highly labour intensive and, because of this, the effective management of
human resources is critical to their success. A defining characteristic of these industries is the high
incidence of small firms. The issue of training in the small business sector in general has been neglected by
academics and management specialists and this is also the case specifically in tourism and hospitality. This
article goes some way to address this gap in knowledge and examines the recruitment and training practices
of small tourism and hospitality firms. The issues examined include sources of recruitment, the extent to
which small tourism and hospitality firms had training plans and training budgets, participation, and
evaluation of training.
Keyword(s):
Recruitment; Training; Small firms; Hospitality; Tourism.

Background
Small firms and training
Although definitions of small firms have been extensively debated, there is no disagreement that the most
commonly found tourism or hospitality enterprise is small (Thomas, 1998). To date, very little research has
been conducted in these organisations. This is no surprise and as Matlay argues:
The issue of training in the small business sector of the British economy has largely been neglected by
academic researchers and human resource planning, development and management specialists who, until
recently, were content to suggest solutions which were more relevant to the businesses strategies of larger
firms (Matlay, 1996, p. 648).
This is supported by Johnson and Gubbins (1992, pp. 28-9) who suggest that:relatively little is known
about the extent, nature and determinants of training in small and medium-sized businesses, either on a
national or on a local basis.
It is argued that with the growth of tourism and hospitality and the importance of human resources
within them this neglect should not continue.
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Research conducted in hospitality and tourism firms of all sizes has discovered that informality and a
relatively unsophisticated management style characterise the approach taken towards recruitment and
training (Goldsmith et al., 1997; Price, 1994; Lucas, 1995; Baum, 1995). Research on recruitment and
training in small firms in general (Jameson, 1998) has also indicated that an informal approach towards the
management of human resources is the norm in these firms. One of the major themes in small business
literature has been the examination of the informality of relations between employers and employees. A
correlation has been found to exist between the size of firm and level of formality in various sectors of the
economy (see, for example, Scott et al. (1989); Curran et al. (1993)). Research conducted specifically in
hospitality firms (Price, 1994, p. 49) found that:
one of the main findings from the survey was the importance of the relationship between
establishment size and employment practices … there was a strong correlation between size and the extent
to which establishments had introduced personnel policies, procedures or other arrangements which met the
requirements of employment law.
The significance of this relationship cannot be underestimated and must be borne in mind when
interpreting the results on recruitment and training in the small firms in the sample.
Any meaningful analysis of recruitment and training cannot be undertaken without some
understanding of the labour market within which small tourism and hospitality firms operate. Much effort
has been expended developing theoretical models of the labour market. As far as the tourism and
hospitality industries are concerned one of the most useful theories is dual labour market theory. Goldsmith
et al. (1997) summarize this succinctly. Dual labour market theory proposes that the total labour market can
be segmented. One section is the primary labour market, where jobs tend to be supplied by large, highly
profitable firms with a high capital to labour ratio and high productivity. Here, production is usually large
scale with high investment in technology. Employment in these firms is normally stable with relatively
high skill and wage levels. In this context, there are normally opportunities for training. The secondary
labour market is normally characterised by small firms with low capital to labour ratio, low productivity
and small scale production. In these firms, wage and skill levels tend to be low, employment is unstable and
training opportunities are usually limited. Small tourism and hospitality firms normally tend to operate
within the secondary labour market.
There are obvious relationships between recruitment and training. One relationship is where training
can provide solutions to problems in the labour market. Campbell and Baldwin (1993) suggest that in many
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