人力資源外文文獻及翻譯--小企業(yè)的招聘與培訓

1、<p>　　3400單詞，1.8萬英文字符，5240漢字</p><p>　　出處：Jameson S M. Recruitment and training in small firms[J]. Journal of European Industrial Training, 2000, 24(1):43-49.</p><p>　　Recruitment and traini

2、ng in small firms</p><p>　　SM Jameson</p><p><b>　　Abstract</b></p><p>　　The hospitality and tourism industries are two of the fastest growing and most dynamic sectors of

3、 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 incid

4、ence 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</p><p>　　Keyword(s):<

5、;/p><p>　　Recruitment; Training; Small firms; Hospitality; Tourism.</p><p>　　Background</p><p>　　Small firms and training</p><p>　　Although definitions of small firms h

6、ave 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

7、 is no surprise and as Matlay argues:</p><p>　　The issue of training in the small business sector of the British economy has largely been neglected by academic researchers and human resource planning, develo

8、pment 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). </p><p>　　This is support

9、ed 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.

10、 </p><p>　　It is argued that with the growth of tourism and hospitality and the importance of human resources within them this neglect should not continue.</p><p>　　Research conducted in hospita

11、lity 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;

12、 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.

13、 One of the major themes in sma</p><p>　　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 b

14、etween size and the extent to which establishments had introduced personnel policies, procedures or other arrangements which met the requirements of employment law. </p><p>　　The significance of this relatio

15、nship cannot be underestimated and must be borne in mind when interpreting the results on recruitment and training in the small firms in the sample.</p><p>　　Any meaningful analysis of recruitment and traini

16、ng 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 a

17、s 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 la

18、bour market</p><p>　　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) s

19、uggest that in many industrialised countries there is a concern that skills shortages and mismatches are appearing in the labour market and that policy makers are aware that recruitment difficulties and skill shortages m

20、ay reduce the competitiveness of small and large firms. Bradley and Taylor (1996) suggest that</p><p>　　Recruitment</p><p>　　Research on tourism and hospitality firms in general (i.e. not specif

21、ically small firms) refers to informal and unsystematic recruitment methods (Lucas and Boella, 1996). Others, who have carried out research into recruitment in small firms in general have found a reliance on informal met

22、hods (see, for example, Curran et al., 1993). Millward et al. (1992) found that, whereas larger enterprises relied greatly on formal methods and bureaucratic procedures by specialist personnel departments, the s</p>

23、;<p><b>　　Training</b></p><p>　　Tourism and hospitality have one of the highest levels of skill shortages (HCTC, 1995; HEFCE, 1998). If, as Bradley and Taylor (1996) suggest, training can

24、influence the skill of a locality, then it is interesting to see how seriously small tourism and hospitality firms take training.</p><p>　　According to Curran et al. (1996) small businesses experience proble

25、ms in providing training for both owner-managers and workers. It has also been discovered that the hospitality industry displays one of the lowest levels of training activity in the UK economy (HCTC, 1995). These points

26、should be borne in mind when the results of this survey are interpreted.</p><p>　　Two of the indicators of a systematic approach to training are the existence of a training plan/policy and a specific budget

27、for training.</p><p>　　According to the Hospitality Training Foundation (HtF, 1996) 63 per cent of employers in all industries had a training plan. In catering and hospitality 64 per cent had a training plan

28、. The most recent research on training and small firms found that only 28 per cent of such firms had a training plan.</p><p>　　It is appropriate to discuss training budgets alongside training plans. It is al

29、so useful to compare the survey findings with all industries and with the hospitality industry (no figures are available for tourism). In all industries 55 per cent of employers had training budgets; in hospitality this

30、figure was 43 per cent according to IFF research (HtF, 1996). However, research carried out by the HtF found that only 19 per cent of hospitality firms had a training budget.</p><p>　　In the UK, the provisio

31、n of training to SMEs has become a central issue of economic policy (Miller and Davenport, 1987). Storey (1994) has described this as a major indirect small firms policy initiative. Over the last decade, the provision of

32、 training and support to SMEs has increased considerably involving national and local Government, the private sector, and further and higher education institutes (Westhead, 1996. In the survey on small tourism and hospit

33、ality firms, the issue of training pr</p><p>　　There is little point in investing in training without attempting to measure its effectiveness. Measuring the effectiveness of training is extremely difficult i

34、n any size of firm. The small firms literature suggests that owner-managers of small firms assess the value of workforce training in an informal way and tend to use various kinds of subjective assessments. The firms in t

35、he survey were questioned on if and how they measured the effectiveness of training.</p><p>　　Research method</p><p>　　Researchers at The Centre for the Study of Small Tourism and Hospitality Fi

36、rms based at Leeds Metropolitan University, UK, were keen to examine business practices in small firms both by breadth and depth. As such, it was decided to administer a questionnaire to 4,331 small firms. In total, 1,10

37、3 were returned completed, giving a response rate of 26 percent. The project focused on four regions: Cumbria; Heart of England; West Country; and Yorkshire. Eight sectors were chosen to provide a broadly </p><

38、;p>　　This article concentrates on the recruitment and training practices of the firms in the survey. The aim of the research was to discover the extent and nature of recruitment and training in small tourism and hospi

39、tality firms.</p><p><b>　　Results</b></p><p>　　Informality and a relatively unsophisticated management style characterise the approach taken towards recruitment and training in the s

40、mall firms in the survey.</p><p>　　When respondents in the survey were questioned about their recruitment activity during the past year (see Table I), and more specifically were asked about the methods used

41、to recruit staff, word of mouth was the most commonly used recruitment method, followed by local press and job centres.</p><p>　　These findings support the advice in the recruitment literature which normally

42、 suggests that small firms should recruit from the local labour market and should keep their recruitment spending within a very tight budget.</p><p>　　In addition to questions on recruitment, respondents wer

43、e asked a series of questions on training practices. When they were asked if they had a training plan for their business, the results were as indicated in Table II. Although only 11 per cent of small tourism and hospital

44、ity firms had a formal written plan, significantly more had some sort of training plan. Although this is lower than for other industries and the hospitality industry in general, it is higher than the figure for small fir

45、ms, </p><p>　　As far as training budgets were concerned, 12 per cent of firms in the sample had them (see Figure 1). This figure of 12 per cent is not discouraging, and in fact, is almost identical to the fi

46、gure of 12.5 per cent for small firms in general (Curran et al., 1996). Although both the figures for training plans and budgets appear encouraging, more details are required on the exact nature of the training plans and

47、 the precise amount of money devoted to training in relation to turnover etc. However, </p><p>　　Respondents were asked if they had provided training during the past 12 months (see Table III). On-the-job tra

48、ining was the most common training method used by small tourism and hospitality firms. This was followed by external training courses and induction. These results are unsurprising as small firms in general tend to favour

49、 informal training methods and usually value training which is specific to the job in question. Although on the job training may be appropriate for many jobs in small tou</p><p>　　Respondents in the survey w

50、ere asked about training courses provided by external agencies and their replies produced the following response (see Table IV).</p><p>　　As far as the small tourism and hospitality firms in the sample were

51、concerned the courses which they found to be “very helpful” were organised by private providers (42 per cent found them to be very helpful). The provider who ranked second in the “very helpful” category was trade associa

52、tions with 40 per cent. Courses provided by the banks appeared to be the least helpful as they had the highest percentage of respondents in the “not very helpful”category. Banks continue to be in the limelight a</p>

53、;<p>　　When respondents were questioned on active involvement in education or training initiatives, the results showed the following (see Table V). As far as Investors in People is concerned the 9 per cent of smal

54、l tourism and hospitality firms which were either committed to or recognised as Investors In People is still much higher than the industry average of 3 per cent. This contrasts with the HtF’s suggestion that small firms

55、are only as likely as large firms to engage in Investors in People activit</p><p>　　Another finding which contradicts the HtF’s view is that NVQ/SVQs have not been implemented in smaller hospitality establis

56、hments. Again, 17 per cent of small tourism and hospitality firms in the survey were participating in NVQs and SVQs. Highest participation was work experience for school pupils and work experience for college students an

57、d both of these “initiatives” have traditionally been extensively utilised by tourism and hospitality firms of all sizes.</p><p>　　As mentioned above, it is pointless to invest in training unless some attemp

58、t is made to measure its effectiveness. In this survey of small tourism and hospitality firms one-third of respondents attempted to measure the effectiveness of training within their firm (see Figure 2). This again indic

59、ates that some small tourism and hospitality firms are taking training seriously.</p><p>　　In the survey a question on future training intentions was divided into three sections; those relating to owner-mana

60、gers, managers, staff. The results are summarised in Table VI Not surprisingly, the most likely recipients of training in these firms in the next 12 months will be staff. This may illustrate an intention to take training

61、 seriously but, of course, this intention needs to be reviewed in a year’s time. It is also necessary to evaluate the level, type, and quality of training being pro</p><p>　　Conclusion</p><p>　　

62、In conclusion, this research has been undertaken as a result of the gap in knowledge on training in small firms, and more specifically on training in small tourism and hospitality firms. It suggests that this gap should

63、not be allowed to continue, due to the growth and increasing importance of the tourism and hospitality industries and the nature of human resources within them. The research operates from the premiss that small firms are

64、 not microcosms of large firms, and as such require separate</p><p>　　This research has attempted partially to fill the gap in knowledge about the extent and nature of training in small tourism and hospitali

65、ty firms.</p><p>　　As expected, recruitment and training in small hospitality firms are largely carried out on an informal basis. This is entirely appropriate for the sizes of firms in question and is consis

66、tent with research conducted in various industry sectors. Implications of informality, however, may include being in breach of current employment law and may also result in recruiting people who are inappropriate in the

67、long run. Informal recruitment practices and inappropriate selection can lead to high labour</p><p>　　Compared with other industries, hospitality and tourism have higher than average skills shortages, labour

68、 turnover and hard to fill vacancies at every level (HEFCE, 1998). The scenario is one in which firms rely heavily on the secondary labour market and exhibit high levels of recruitment. It is argued that high levels of r

69、ecruitment can affect the level of training in a firm. In fact, Hendry et al. (1991) found that in some cases, managers may prefer to recruit rather than train. Wynarczyck et </p><p>　　Although as mentioned

70、above, small businesses experience problems in providing training and the hospitality industry has one of the lowest training levels in the UK, small firms in this sector actually had higher incidences of training plans

71、than small firms in other sectors.</p><p>　　Informality is again present in relation to the types of training offered in the firms. As expected, on-job training predominates. Although it is essential to trai

72、n people to do the job for which they have been appointed, this reliance on informal training can result in the exclusion of staff development in a more general sense and can reduce the likelihood of developing an intern

73、al labour market. Dependence on informal on-job training can increase the utilisation of the external labour market w</p><p>　　Optimism regarding training in small tourism and hospitality firms can again be

74、seen when examining results of relationships with Investors In People and NVQs. The results of this survey indicated that in both cases small firms had higher levels of commitment than the hospitality industry in general

75、.</p><p>　　Overall this research has offered a snapshot of the nature and extent of recruitment and training in small tourism and hospitality firms.</p><p>　　It is suggested that more research n

76、eeds to be conducted to establish if correlations exist between training activity and the type and size of small tourism and hospitality firm. It is also proposed that whether or not a firm is in a stage of growth can de

77、termine attitudes towards and participation in training. Future research should concentrate on depth rather than breadth and a more qualitative approach would be appropriate which determine the reasons why small firm own

78、er-managers decide to tr</p><p><b>　　小企業(yè)的招聘與培訓</b></p><p><b>　　摘要</b></p><p>　　酒店和旅游行業(yè)是對英國經(jīng)濟增長最快和最具活力的行業(yè)。這兩個行業(yè)是高度勞動密集型的，因此，人力資源的有效管理是他們成功的關(guān)鍵。這些行業(yè)的一個決定性的特點是有大

79、量的小企業(yè)。一般在小企業(yè)部門的培訓問題受到了學者和管理專家被忽視，這也是特別是在旅游和酒店管理案例。本文在一定程度上解決這種差距在知識和研究小的旅游和酒店管理公司的招聘和培訓的做法。審查的問題包括招聘來源，小的旅游和酒店管理公司有何種程度的培訓計劃和培訓預算、參與、培訓和評估。</p><p>　　關(guān)鍵詞：招聘；培訓；中小企業(yè)；酒店；旅游業(yè)。</p><p><b>　　背景&l

80、t;/b></p><p><b>　　小公司和培訓</b></p><p>　　雖然小企業(yè)的定義已經(jīng)被廣泛的討論，這是沒有異議的最常見的旅游或酒店都是小企業(yè)（托馬斯，1998）。到目前為止，很少有在這些組織中進行的研究。這是不足為奇的，馬特雷認為：</p><p>　　英國經(jīng)濟在小企業(yè)的培訓問題已經(jīng)很大程度上被學術(shù)研究人員和人力資源規(guī)劃

81、、發(fā)展和管理專家忽視，直到最近，他們才根據(jù)規(guī)模較大的公司的企業(yè)策略提出一些解決方法（馬特雷，1996，p. 648）。</p><p>　　約翰遜和格賓斯支持（1992，pp. 28-9）認為：在任何一個國家和地區(qū)，中小企業(yè)都對培訓的性質(zhì)、決定因素、重要程度支持甚少。</p><p>　　毫無疑問,隨著旅游業(yè)和酒店的發(fā)展,對人力資源的重要性的忽視不應該繼續(xù)。</p><

82、p>　　在各種規(guī)模的酒店和旅游公司的研究發(fā)現(xiàn),不拘禮節(jié)、相對不成熟的管理風格正在左右著招聘和培訓的方式方法(戈德史密斯,1997;普利斯,1994;盧卡斯,1995;鮑姆,1995)。對小公司招聘和培訓研究(詹姆森,1998年)也表示,一種非正式的方法對人力資源的管理是這些公司的正常現(xiàn)象。小型商業(yè)文學的一個主題是用非正式的方法檢查雇主和雇員之間的關(guān)系。它們之間的相關(guān)性被發(fā)現(xiàn)存在的公司規(guī)模和水平各經(jīng)濟部門的手續(xù)(見,例如,斯科特。(

83、1989);Curran .(1993))。特別是在酒店公司的研究 (價格,1994年,p.49)發(fā)現(xiàn):</p><p>　　調(diào)查的主要發(fā)現(xiàn)之一是企業(yè)規(guī)模和招募方法之間存在重要的相關(guān)性…... 企業(yè)的規(guī)模和它設置人事政策、程序或其他為了滿足就業(yè)法的要求的安排等的方式存在著強有力的關(guān)系。</p><p>　　這種關(guān)系的重要性不可低估,在解釋小公司的招聘和培訓的研究結(jié)果時必須牢記。</p

84、><p>　　任何關(guān)于招聘和培訓有意義的分析,如果沒有對勞動力市場的一些理解就不能開展小型旅游和酒店公司運作。人們?yōu)榱税l(fā)展勞動力市場的理論模型已經(jīng)做了很多投入。對旅游和酒店行業(yè)而言最有用的理論之一是雙重勞動力市場理論。戈德史密斯(1997)的總結(jié)很簡潔。二元勞動力市場理論提出,人們總可以分割勞動力市場。一個部分是主要的勞動力市場,提供的工作往往是大,高利潤的公司資本勞動比率高,生產(chǎn)率高。在這里,生產(chǎn)通常是大型高技術(shù)投

85、資。就業(yè)在這些公司通常是穩(wěn)定的技能和較高的工資水平。在這種情況下,通常有培訓的機會。二級勞動力市場的特征,通常是小公司資本勞動比率較低,低生產(chǎn)率和小規(guī)模生產(chǎn)。在這些公司中,工資和技能水平往往較低,就業(yè)不穩(wěn)定和培訓機會通常是有限的。小型旅游和酒店公司一般傾向于在二級勞動力市場運作。</p><p>　　招聘和培訓之間有明顯的關(guān)系。一個關(guān)系是培訓可以提供解決勞動力市場問題的方法?？藏悹柡王U德溫(1993)表明,在許多

86、工業(yè)化國家有一個擔心,技能短缺和不匹配是出現(xiàn)在勞動力市場,政策制定者意識到招聘困難和技能短缺可能會減少小型和大型企業(yè)的競爭力。布拉德利和泰勒(1996)表明,越來越多的人意識到教育和培訓系統(tǒng)可以影響一個地方的技能和職業(yè)的混合以及當?shù)氐慕?jīng)濟。另一種類型的關(guān)系是招聘的程度會影響訓練的水平。在旅游業(yè)和酒店,他們依賴二級勞動力市場和高水平的勞動周轉(zhuǎn)率, 對高水平的招聘和低水平的培訓有一種強烈的傾向。爭論在與對培訓的投資意義不大或是沒有時間做培訓

87、。</p><p><b>　　招聘</b></p><p>　　研究旅游和酒店公司(即沒有特別小公司)主要是指對非正式的和無組織的招聘方法的研究(盧卡斯和Boella,1996)。別人,在小公司進行招聘研究總體上發(fā)現(xiàn)了一個依賴非正式的方法(見,例如,Curran,1993)。Millward (1992)發(fā)現(xiàn),而大企業(yè)極大地依賴正式的方法和由專業(yè)人事部門官僚程序,小

88、企業(yè)主/經(jīng)理可能處理招聘和人員問題沒有授權(quán)并且不太可能有任何相關(guān)的技能。</p><p><b>　　培訓</b></p><p>　　旅游和酒店有一種最高水平的技能短缺(HCTC,1995;HEFCE,1995)。如果像布拉德利和泰勒(1996)建議,培訓可以影響一個地方的技能,那么有趣的是我們可以看到小型旅游和酒店公司多么不重視培訓。</p><

89、;p>　　存在著兩種指標的培訓系統(tǒng)方法，即，培訓計劃/政策和具體的培訓預算。</p><p>　　根據(jù)酒店培訓基金會(公路信托基金,1996)63%的雇主在所有行業(yè)有培訓計劃。在餐飲和酒店64%的人有培訓計劃。最近的關(guān)于培訓的研究顯示，只有28%的小公司有培訓計劃。</p><p>　　這是恰到好處的關(guān)于培訓計劃和培訓預算的討論。對于比較所有行業(yè)和酒店行業(yè)(沒有數(shù)據(jù)可供旅游) 的調(diào)查

90、結(jié)果，它也是有用的。在所有行業(yè)，55%的雇主有培訓預算;在酒店這個數(shù)字是43%（HtF，1996）。然而,其最近進行的研究發(fā)現(xiàn),只有19%的酒店公司培訓預算。</p><p>　　在英國,中小企業(yè)提供培訓已經(jīng)成為經(jīng)濟政策的一個核心問題(米勒和達文波特,1987)。Storey (1994)描述了這是一個主要的間接的小企業(yè)政策倡議。在過去的十年里,提供培訓和支持中小企業(yè)大大增加涉及到的國家和地方政府、私人部門,以及

91、高等教育機構(gòu)的數(shù)量(韋斯特黑德,1996)。在對小型旅游和酒店公司調(diào)查中,提供培訓的問題得到了檢查。</p><p>　　有很多投資培訓沒有試圖衡量其有效性。在任何規(guī)模的公司測量培訓的有效性都是非常困難的。小企業(yè)的文獻表明，小公司的經(jīng)理老板以非正式方式評估員工培訓的價值，并且傾向于使用各種主觀評估。在調(diào)查這些公司被詢問是否以及如何衡量培訓的有效性。</p><p><b>　　研

92、究方法</b></p><p>　　研究中心的研究人員在英國的利茲城市大學基于小型旅游和酒店公司,熱衷于研究小型公司商業(yè)實踐的廣度和深度。因此,研究決定問卷調(diào)查4331家小型企業(yè)。最終,1103家完成，回應率為26%。項目集中在四個區(qū)域:坎布里亞郡,英格蘭的核心;西方國家,約克郡。選擇八個行業(yè)提供一個基于廣泛的橫截面。這些部門是酒店/酒吧;旅行社;酒店;游客吸引力;B&B /賓館;快餐/外賣;

93、餐廳或咖啡館,自助。絕大多數(shù)的公司樣本的自主獨立單一出口企業(yè)(80%)。調(diào)查對小公司的定義是少于50名員工,將歐盟委員會的定義非常小(微)企業(yè)(少于10名員工)和小(10至49之間的員工書)二者相結(jié)合。樣例源是業(yè)務數(shù)據(jù)庫(英國電信公司)和一個不成比例的分層抽樣是指定四個區(qū)域提供一個橫截面內(nèi)的經(jīng)驗。本文的研究結(jié)果提出了一些小型旅游和酒店公司的全國性調(diào)查。調(diào)查是有史以來最全面的在英國和業(yè)務性能、商業(yè)環(huán)境、市場和小型旅游和酒店公司的招聘和培訓

94、進行的研究。調(diào)查代表的晴雨表的改變態(tài)度和小型旅游和酒店企業(yè)的運作方式。</p><p>　　本文集中于關(guān)于公司的招聘和培訓實踐調(diào)查。這項研究的目的是發(fā)現(xiàn)小旅游企業(yè)和酒店公司的招聘和培訓的程度和性質(zhì)。</p><p><b>　　結(jié)果分析</b></p><p>　　調(diào)查表明，不拘禮節(jié)和相對不成熟的管理風格直接影響著小公司的招聘和培訓。</

95、p><p>　　當參與調(diào)查的受訪者被問及他們在過去的一年的招聘活動 (見表1),更具體地說被問及招募員工的方法,口碑是最常用的招聘方法,其次是當?shù)孛襟w和工作中心。</p><p>　　這些發(fā)現(xiàn)所支持的招聘的建議是,小企業(yè)應該充分利用當?shù)貏趧恿κ袌?并應該保持他們的招聘支出在一個非常緊張的預算。</p><p>　　除了招聘的問題,受訪者還被問道一系列培訓實踐方面的問題。

96、當他們被問到他們的業(yè)務是否有培訓計劃時,結(jié)果顯示在表2。盡管只有11%的小型旅游和酒店公司有正式的書面計劃,更多的是有一些培訓計劃。雖然這是低于其他行業(yè)，而一般來說酒店行業(yè),比小公司的數(shù)據(jù)要高一些，但這也表明了一些提供系統(tǒng)的方法訓練承諾。</p><p>　　至于培訓預算而言,12%的公司有預算 (請參見圖1)。這個數(shù)字為12%不是沮喪,事實上, 一般小公司是幾乎相同的圖，比例為12.5% (Curran ,19

97、96)。雖然培訓計劃和預算的數(shù)據(jù)出現(xiàn)令人鼓舞的, 但仍需要更多的細節(jié)上的培訓計劃，并設法讓培訓中投入的資金得到回報。然而,從調(diào)查結(jié)果中似乎表明,一些小型旅游和酒店公司認真對待培訓。</p><p>　　受訪者被問及他們在過去的12個月的培訓（見表三）。在職培訓是由小的旅游和酒店管理公司最常用的訓練方法。其次是外部培訓課程和感應。這些結(jié)果是不足為奇的，因為一般的小公司傾向于非正式的培訓方法和在一個具體的工作中培訓業(yè)

98、務。盡管在職培訓可以適應小的旅游和酒店管理公司的許多工作這種依賴非正式、不成熟的訓練方法是典型的內(nèi)部勞動力市場疲軟通常技能要求較低,缺乏培訓和提升的機會。這可以解釋為非正式的整體方案的一部分，小企業(yè)的特點是模糊的招聘標準和雜亂無章的招聘。它違背了主要勞動力市場具有很強的內(nèi)部勞動力市場，它應該有精確的招聘標準、正式的招聘、培訓與晉升高技能的需求和機遇。</p><p>　　在調(diào)查中，受訪者被問及培訓課程時，他們的回

99、答提供產(chǎn)生如下反饋（見表4）。</p><p>　　在對小企業(yè)關(guān)于培訓課程的調(diào)查中，他們認為是“很有幫助的”是由私人提供者組織的（42%發(fā)現(xiàn)他們很有幫助）。受訪者選擇 “非常有用”排名第二的類別，是40%的貿(mào)易協(xié)會。由銀行提供的課程似乎在“幫助不大”類別的受訪者中比例最高。銀行繼續(xù)受人矚目，至于服務業(yè)的小企業(yè)則令人擔心。當積極響應相結(jié)合,即“非常有用的”和“有用”,表現(xiàn)最好的提供者是私人提供者(86%)、行業(yè)協(xié)會