外文翻譯--中小企業(yè)業(yè)績(jī)?cè)鲩L(zhǎng)中招聘與培訓(xùn)的作用（節(jié)選）

1、<p>　　1800單詞，9000英文字符，3300漢字</p><p>　　文獻(xiàn)出處: ABDULI S. The Role of Recruitment and Training in SMEs’ Performance Growth in the Republic of Macedonia [J]. International Journal of Academic Research in Eco

2、nomics and Management Sciences, 2013, 2(2): 76-85.</p><p>　　http://www.wenku1.com/news/E5146CB60CE43A1C.html</p><p><b>　　原文</b></p><p>　　The Role of Recruitment and Trai

3、ning in SMEs' Performance Growth in the Republic of Macedonia</p><p><b>　　Selajdin</b></p><p><b>　　Abstract</b></p><p>　　Human resources in every enterpr

4、ise whether small or medium play an important role in achieving their goals. The careful management of labor force creates good opportunities in ensuring its efficiency in the process of production of goods and services

5、that guarantees the welfare of the society. The survival of every enterprise is dependent on the effective management of human resources. Human resources planning estimate the real demand of its workers while seeing the

6、difference between SME's cur</p><p>　　In the process of recruiting and selection SME"s need to make sure that right people are on the right place at the right time. The area where enterprises operat

7、e is very dynamic and complex. Training and development of employees is necessary. With the increase of employees the number of enterprises that have specific sector of human resources increases as well. The evaluation a

8、nd performance management of employees has impact on the increase of the effectiveness of the enterprise.</p><p>　　The effective management of an enterprise needs to focus on reforms of educational system an

9、d professional development of its workers. Things like that need to make designs of programs and effective policies on the labor market creating of an efficient system of information in the labor market and overtaking st

10、eps of growing and development of an enterprise.</p><p>　　Apart from the theoretical analysis of the issues mentioned above, the doctoral thesis is further supported by the empirical analysis, in which 150 s

11、mall and medium enterprises in the Republic of Macedonia are surveyed.</p><p><b>　　外文翻譯文獻(xiàn)</b></p><p>　　Keywords: Human resource management, effectiveness, small and medium-size enter

12、prises, recruitment, selection, training, performance</p><p>　　1. Introduction</p><p>　　The term human resources management (HRM) that is in massive use that refers to philosophy, politics, proc

13、edures and practices linked to management of employees in an organization. In the process of HRM a lot of attention is paid to the needs of employees of SME's. The intention of the program of human resources manageme

14、nt is to increase the success of the organization and to develop personnel potential in a good way. HRM also says that that kind of planning has to be linked closely and has to s</p><p>　　The importance of r

15、ecruiting, selection, training, development, personnel service in well known to managers of every institution nowadays. HRM and other functions have to work together to achieve success of SME's and to compete in the

16、home market and abroad. The organizational success is described below in terms and criteria such as: legal consent, performance, employee satisfaction, fluctuation, promotion, number of complaints and number of accidents

17、 in the labor process. An SME has to achieve </p><p>　　2. Planning and career development</p><p>　　In the discussion of the ability to develop careers of employees we have to address three issue

18、s:</p><p>　　Why do it? To know individual potential and aspirations of employees,</p><p>　　When to do it? Throughout the whole year and have an official discussion, at least once a year. How to

19、do it? ; Through discussion between the individual and the manager in order to reach agreement for the employees' potential and objectives. For most people, the process of discussion is unofficial, while their develo

20、pment plan corresponds with general development plan. An informal process that reviews the potential and career objective of individuals, all the time if needed is filed by the revi</p><p>　　What needs to be

21、 done? ; The change of needs of those that want to build a career and those that want promotion, within the position they have. The discussion creates an opportunity to rise to the assignment or parallel shift to another

22、 post more appropriate for the employee.</p><p>　　The performance matrix is used to evaluate its management. It presents the development of the employee according to his/her performance and his/her colleague

23、s. The matrix is not a simple </p><p>　　There are two axis on the matrix: The vertical axis is named "management style" that can be high management style and low management style. The horizontal ax

24、is is named "business performance" that can be high performance and weak performance.</p><p>　　It creates a possibility to have an indirect discussion of every individual that the place of work req

25、uires, so, not just a superficial discussion about achieved results.</p><p>　　This gets done through a visual way-the individual is placed in an appropriate position in the matrix referring to the name of th

26、e axis. For example, a manager that has the ability to create a good relationship with people but is not very successful in selling will be placed in the upper left square number (1). However, the objective of the perfor

27、mance management is to be relocated in the upper right square (2) that shows a style of high management and at the same time high performance business </p><p>　　Low performance management. Performance can be

28、 improved. The upper mentioned steps can be applied for employees that can achieve high performance or low. In any case, measures have to be taken to face those employees that do not meet their objective of work. For ind

29、ividuals of low performance Charles Handy suggests that we should If employees that struggle are set straight comments made by Howard Risher have to be taken into consideration: </p><p>　　Low performance man

30、agement is a positive process that relies on the given feedback throughout the year. Also, it looks into what can be done by workers to overcome the problems and how managers can provide assistance and support.</p>

31、<p>　　Five basic steps necessary low performance management at work are (Armstrong, 2009, p.91): Define the problem. Analyze feedback. If possible, make an agreement with employees to determine where things went w

32、rong. Feedback can also be taken from managers, but mainly it is created while working. This is achieved when employees are aware of their targets and standards, know what performance measurement will be used or receive

33、feedback control information automatically or they can use it freely. In </p><p>　　Specify the reason or reasons of things not going right. When we ask for reasons for any lameness, managers should not neces

34、sarily try to blame someone else. Manager together with the employees have to find the causes of this problem. Just based on this analysis, we can decide on measures to be taken by the individual, manager or both. First

35、we need to define external causes, which are beyond the control of the manager and the employee. Any factor that is under the control of both parties should</p><p>　　Actions may be taken by the employee, man

36、ager or both. These include: the employee will take steps to improve his skills and change behavior; changing employee attitude. He does not do this simply because they have ordered, but he realizes that some changes in

37、his behavior can be useful not only for the company but himself as well; managers give more support or guidance; manager and employee work together to clarify objectives; manager and employee work together to develop ski

38、lls and competencie</p><p>　　Provide resources for action. Provide training, coaching, guidance, experience or the proper tools to create conditions that the action is done.</p><p>　　Monitor and

39、 give feedback. As managers employees to monitor staff performance, provide given, taken and analyzed feedback and agree on further actions needed.</p><p>　　3. Human resources planning</p><p>　　

40、In response to these questions, human resource planning is associated with the following activities (Armstrong, 2009, p.485):</p><p>　　Planning human resource needs. Planning human resource needs is a very i

41、mportant process because it precedes other management activities. This process should be given special attention because as it is known; workers constitute the majority of the cost of an organization. Also, only after th

42、e proper planning staff is done, SMEs can plan their personal development or career. For more look: Michael Armstrong, Armstrong's Handbook of Human Resource Management Practice, 11th Edition, Kogan Page, Lon</p&g

43、t;<p>　　In the process of human resources planning in general, SMEs should consider the following questions to answer:</p><p>　　* What is required of new employees and how much will be their number? *

44、 For how long employees are required?</p><p>　　* How many of them are currently employed in SMEs?</p><p>　　* How many of the requirements that the SME has for human resources can be met within i

45、t?</p><p>　　* How many of the requirements that the SME has for human resources can be met outside of it?</p><p>　　* What changes have occurred in the labor market that may affect the demand for

46、</p><p>　　employees?</p><p>　　Quantitative and qualitative evaluation of personnel that can remain available to SMEs during the period that the planning is done. The analysis should start from t

47、he current state of SME staff. This raises some questions that need to be answered:</p><p>　　* What's the category of the staff?</p><p>　　* What is the number for each category?</p>&

48、lt;p>　　* How is the distribution by sex and age in each category?</p><p>　　* What skills and qualifications does the staff have?</p><p>　　* How many staff members are eligible for promotions

49、or parallel movements? * How successful was the enterprise in recruiting staff with specific skills?</p><p>　　SMEs must have registered in the computer system all movements, transfers, and promotions flows t

50、hat happen in them. This information is necessary to be generally renewed in a certain period of time and made available to the human resources manager and key managers of SMEs.</p><p>　　Evaluation of the di

51、fference between personnel demand and available staff personnel. This last stage of human resource planning estimates the real demand of its employees to see the difference between SME employees currently available and i

52、t needs, to decide how to proceed in the near and distant future. Once these needs are determined advertised vacancies on SME are published.</p><p>　　Once you define the needs for employees, the next step is

53、 to recruit employees. Recruitment and meet staff number. The recruitment process has become a more complex activity than in previous times when the human resources department staff could be based on recommendations made

54、 by current employees or to a notice placed at the door of SMEs. The recruitment process is aimed at attracting the most suitable people with the required qualities by providing a list of people who will go later in the

55、sel</p><p><b>　　譯文</b></p><p>　　馬其頓共和國(guó)中小企業(yè)業(yè)績(jī)?cè)鲩L(zhǎng)中招聘與培訓(xùn)的作用</p><p><b>　　Selajdin</b></p><p><b>　　摘要</b></p><p>　　人力資源在每個(gè)中小企

56、業(yè)實(shí)現(xiàn)自己的目標(biāo)中都起著重要的作用。對(duì)于勞動(dòng)力的精細(xì)化管理，能確保商品生產(chǎn)和服務(wù)中的高效率，創(chuàng)造好的機(jī)會(huì)，并保證社會(huì)福利的正常實(shí)現(xiàn)。每個(gè)企業(yè)的生存都要靠人力資源的有效管理。人力資源規(guī)劃預(yù)估員工的實(shí)際需求，同時(shí)預(yù)估中小企業(yè)中的未來人才需要與目前員工數(shù)量的差異。</p><p>　　在招聘與甄選的過程中，中小企業(yè)必須確保在正確的時(shí)間將正確的人在用在正確的崗位上。企業(yè)經(jīng)營(yíng)領(lǐng)域是不斷變化與復(fù)雜的過程。員工培訓(xùn)和發(fā)展是必要

57、的。隨著企業(yè)員工數(shù)量的增加，特定的人力資源部門的人數(shù)也會(huì)隨之增加。對(duì)員工的評(píng)估和績(jī)效管理影響企業(yè)效率的提高。</p><p>　　一個(gè)企業(yè)的有效管理需要重點(diǎn)關(guān)注其教育系統(tǒng)的改革與員工的職業(yè)發(fā)展。需要做的事情比如：設(shè)計(jì)并優(yōu)化流程、實(shí)施有效的勞動(dòng)力市場(chǎng)政策，并為勞動(dòng)力市場(chǎng)創(chuàng)造高效的信息系統(tǒng)，不斷超越企業(yè)的成長(zhǎng)和發(fā)展。</p><p>　　除了對(duì)上述問題的理論分析，本文通過實(shí)證分析進(jìn)一步對(duì)此研究

58、提供了支持，文中，馬其頓共和國(guó)的150家中小企業(yè)參與調(diào)查。</p><p>　　關(guān)鍵詞：人力資源管理，有效性，中小企業(yè)，招聘，評(píng)估，培訓(xùn)，績(jī)效</p><p><b>　　1 引言</b></p><p>　　術(shù)語人力資源管理(HRM) 已得到大規(guī)模使用，即指哲學(xué)、政治、程序和實(shí)踐與組織中的員工管理。在人力資源管理的過程中，中小企業(yè)往往重點(diǎn)關(guān)注

59、的是員工的需求。人力資源管理規(guī)劃的目的是，增加組織成功的幾率，以正確的方法來開發(fā)人員的潛力。人力資源管理理論表示，這樣的計(jì)劃必須聯(lián)系密切、并以最佳方式服務(wù)中小企業(yè)的戰(zhàn)略目標(biāo)。成功的人力資源管理活動(dòng)將最終影響中小企業(yè)的各個(gè)部門，并使其獲得廉價(jià)的勞動(dòng)力。</p><p>　　當(dāng)前，所有公司的領(lǐng)導(dǎo)者都意識(shí)到招聘、選拔、培訓(xùn)、開發(fā)等人事工作的重要性。人力資源管理等功能應(yīng)當(dāng)互相配合，確保中小企業(yè)在國(guó)內(nèi)與國(guó)外市場(chǎng)上競(jìng)爭(zhēng)取得成

60、功。組織的成功的條件如下:法律許可、績(jī)效、員工滿意度、波動(dòng)、晉升、員工投訴及勞動(dòng)過程中的事故數(shù)量。中小企業(yè)要取得競(jìng)爭(zhēng)優(yōu)勢(shì)，必須確保每個(gè)環(huán)節(jié)目標(biāo)的實(shí)現(xiàn)。</p><p><b>　　2 規(guī)劃和職業(yè)發(fā)展</b></p><p>　　討論員工能力提升及職業(yè)生涯發(fā)展，我們必須解決三個(gè)問題：</p><p>　　為什么做？了解員工的個(gè)人潛能和愿望，何時(shí)做

61、？官方的討論不斷，至少每年一次。如何才能做到這一點(diǎn)呢？</p><p>　　如何做？為了員工潛能與目標(biāo)能達(dá)成協(xié)議，個(gè)人與經(jīng)理展開了討論。對(duì)大多數(shù)人來說，討論的過程是非正式的，但他們的發(fā)展計(jì)劃與發(fā)展總計(jì)劃相符合。這個(gè)非正式的過程，對(duì)個(gè)人的潛力和職業(yè)目標(biāo)作出了評(píng)價(jià)。</p><p>　　該做什么？在其職位上想成就一番事業(yè)或者升職的員工，這樣的討論為他們創(chuàng)造了機(jī)會(huì)。</p><

62、;p>　　績(jī)效矩陣是用來評(píng)估其管理的。根據(jù)他/她的表現(xiàn)及他/她的同事評(píng)價(jià)來確定員工的發(fā)展。矩陣并不是一個(gè)簡(jiǎn)單的“評(píng)估類別”。它的作用是幫助個(gè)人專注于自己的領(lǐng)域，他們應(yīng)當(dāng)做到最好，并樹立必須做到更好的意識(shí)。</p><p>　　有這樣兩個(gè)軸矩陣：縱軸被叫做“管理風(fēng)格”，可以分為高水平管理風(fēng)格和低水平管理風(fēng)格。橫軸叫做“企業(yè)經(jīng)營(yíng)績(jī)效”，可以分為高績(jī)效和績(jī)效不佳。</p><p>　　它創(chuàng)

63、建了一個(gè)間接討論所有人工作需要的可能性，所以，它不僅僅是一個(gè)膚淺討論所取得的結(jié)果。</p><p>　　在矩陣中通過視覺的方式將個(gè)人放于適當(dāng)位置即軸的名稱。例如，經(jīng)理有能力與人建立良好的人際關(guān)系但卻不擅長(zhǎng)銷售，因此，他將被放于左上角 (1)。然而，績(jī)效管理的目的是將其重新放置在右上角 (2)，顯示高效管理的風(fēng)格以及高效能的業(yè)務(wù)銷售。</p><p>　　低績(jī)效管理?？?jī)效有待改善。上述步驟可

64、適用于績(jī)效高低的各類員工。在任何情況下，對(duì)于那些不符合組織目標(biāo)的員工工作，都應(yīng)當(dāng)采取措施。對(duì)于個(gè)人的低績(jī)效，查爾斯建議我們應(yīng)該“贊賞他們的成功和原諒他們失敗”(2000年阿姆斯特朗，p.93)。他認(rèn)為，錯(cuò)誤往往可以成為一個(gè)學(xué)習(xí)的機(jī)會(huì)——“只有錯(cuò)誤真正得到諒解，成績(jī)才會(huì)有所提升。批評(píng)被視為譴責(zé)而不是必要的幫助，那么也會(huì)產(chǎn)生不良后果”。</p><p>　　霍華德必須考慮:“工作低效能應(yīng)當(dāng)被視為一個(gè)問題，雇主與公司運(yùn)

65、行方式是其引發(fā)原因。事實(shí)上，我們不能肯定的認(rèn)為，如果雇主管理無效這就不可能發(fā)生”。換句話說，一個(gè)古老的軍事諺語說:“沒有不好的士兵,只有不好的官員”(2009年阿姆斯特朗,p.90)。</p><p>　　低績(jī)效管理是一個(gè)積極的過程，它依賴于給定的反饋。同時(shí)，工人能做什么來克服這些問題，以及管理者如何提供援助和支持。</p><p>　　低績(jī)效管理工作的五個(gè)基本必要步驟 (阿姆斯特朗，20

66、09年，P.91):確定問題。分析反饋。如果可能的話，與員工達(dá)成共識(shí)，確定出了什么問題。反饋也可以來源于經(jīng)理，但主要是工作時(shí)創(chuàng)建的。當(dāng)員工清楚的意識(shí)到自己的目標(biāo)和能力，了解績(jī)效評(píng)估將使用或自動(dòng)接收反饋控制信息，并且，他們可以自由地使用它。通過這種方式，他們將可以測(cè)量和評(píng)估他們的表現(xiàn)。如果他們積極，訓(xùn)練有素，他們自己會(huì)采取正確行動(dòng)。所以存在一個(gè)自我監(jiān)管媒體的反饋機(jī)制。這種機(jī)制應(yīng)該由經(jīng)理創(chuàng)建，你更多的需要記?。侯A(yù)防勝于修正。</p&g

67、t;<p>　　詳細(xì)說明原因或者事由不正確。當(dāng)我們?cè)儐査新浜蟮脑驎r(shí)，管理者應(yīng)當(dāng)不是責(zé)怪他人。而是應(yīng)當(dāng)與員工一起尋找這個(gè)問題的原因。只有在此基礎(chǔ)上進(jìn)行分析，我們才能決定個(gè)人、經(jīng)理或兩者應(yīng)當(dāng)采取怎樣的措施。首先，我們需要明確外部原因，即經(jīng)理和員工無法控制的那些因素。那些在雙方控制范圍內(nèi)的因素必須考慮到。重要的是查明這些問題是否由員工所造成：他是否沒有得到經(jīng)理的支持或正確的的指示，他不清楚也不了解該做什么（缺乏能力）；不能完

68、成（缺乏專業(yè)度）；不喜歡去做（態(tài)度）；決定和實(shí)施必要的行動(dòng)。</p><p>　　員工、經(jīng)理或兩者合作采取必要的行動(dòng)。這些包括：?jiǎn)T工將設(shè)法采取措施來提高自己的技能和改變自己的行為；改變員工的態(tài)度。他這樣做的原因不僅僅是因?yàn)樯霞?jí)的命令，他已經(jīng)意識(shí)到其行為變化不僅有益于公司也能完善自我；管理者提供更多的支持和指導(dǎo)，經(jīng)理和員工共明確戰(zhàn)略目標(biāo)；經(jīng)理和員工共同努力，</p><p>　　發(fā)展技能、提

69、升能力。這是一種合作方式——員工被期望不斷完善提升自己，管理者以培訓(xùn)的形式提供必要的培訓(xùn)，指導(dǎo)并為其提供經(jīng)驗(yàn)。每個(gè)步驟應(yīng)當(dāng)怎樣做，雙方都必須達(dá)成一致意見，確保他們?nèi)〉贸晒?。每一種方法都應(yīng)該統(tǒng)一反饋，如果有必要，應(yīng)鼓勵(lì)監(jiān)督員工的表現(xiàn)和行為。</p><p>　　為行動(dòng)提供資源。提供培訓(xùn)、輔導(dǎo)、指導(dǎo)、經(jīng)驗(yàn)或合適的工具來為行動(dòng)的完成創(chuàng)造條件。</p><p>　　監(jiān)督和提供反饋。經(jīng)理監(jiān)督員工的表

70、現(xiàn)，提供數(shù)據(jù)，并分析反饋，為進(jìn)一步行動(dòng)達(dá)成一致。</p><p><b>　　3人力資源規(guī)劃</b></p><p>　　為了應(yīng)對(duì)這些問題，人力資源規(guī)劃與以下活動(dòng)相聯(lián)系（2009年，阿姆斯特朗，p.485）：</p><p>　　規(guī)劃人力資源的需求。規(guī)劃人力資源的需求是一個(gè)非常重要的過程，因?yàn)樗扔谄渌芾砘顒?dòng)。這個(gè)過程應(yīng)該被給予特別的關(guān)注，因

71、為眾所周知；組織的大部分成本由人員構(gòu)成。同時(shí)，只有在適當(dāng)?shù)囊?guī)劃人員之后，中小企業(yè)才能規(guī)劃其事業(yè)發(fā)展。為了更多地了解：邁克爾-阿姆斯特朗，阿姆斯特朗人力資源管理實(shí)踐的手冊(cè)中，第11版，Kogan頁面，倫敦，2009年，pp.485-495</p><p>　　人力資源規(guī)劃的過程中,中小企業(yè)一般應(yīng)該考慮回答以下問題:</p><p>　　*新員工應(yīng)具備哪些能力，需要多少這樣的員工？</p

72、><p>　　*需要雇傭員工多久？</p><p>　　*他們中有多少人目前在中小企業(yè)就業(yè)？</p><p>　　*有多少需求能在中小企業(yè)內(nèi)部人力資源得到滿足？</p><p>　　*有多少需求要在中小企業(yè)人力資源以外得以滿足？</p><p>　　*勞動(dòng)力市場(chǎng)發(fā)生的哪些變化可能會(huì)影響員工的需求？</p>&

73、lt;p>　　計(jì)劃完成期間，定量和定性評(píng)價(jià)人員適用于中小企業(yè)。分析應(yīng)該從當(dāng)前中小企業(yè)員工的狀態(tài)入手。這引發(fā)了一些問題需要回答:</p><p>　　*員工的類別是什么？</p><p>　　*每個(gè)類別的數(shù)量應(yīng)當(dāng)是？</p><p>　　*每個(gè)類別按性別和年齡如何分配？</p><p>　　*工作人員應(yīng)具備什么技能和資格?</p&g

74、t;<p>　　*多少員工有資格獲得晉升或平級(jí)調(diào)動(dòng)？</p><p>　　*企業(yè)招聘具有特定技能員工有多成功？</p><p>　　中小企業(yè)必須在計(jì)算機(jī)系統(tǒng)里記載企業(yè)所有的運(yùn)轉(zhuǎn)情況、變化和促銷活動(dòng)。這些信息通常需要在一定的時(shí)間內(nèi)更新，并提供給人力資源經(jīng)理和中小企業(yè)的核心管理者。</p><p>　　評(píng)估人員需求和現(xiàn)有員工之間的區(qū)別。最后階段的人力資源規(guī)

75、劃，應(yīng)預(yù)算員工的實(shí)際需求數(shù)量，預(yù)見中小企業(yè)現(xiàn)有員工與員工需求數(shù)的差距，以決定近期與未來如何開展工作。一旦確定了這些需求，中小企業(yè)就要在廣告中發(fā)布空缺職位。</p><p>　　一旦你明確了需求，接下來就是招募員工。招聘以補(bǔ)充員工數(shù)量。早先的招聘，人力資源部門的工作人員可以根據(jù)當(dāng)前員工建議或中小企業(yè)的通知進(jìn)行，而現(xiàn)在的招聘流程變得尤為復(fù)雜。招聘過程旨在吸引具備所需品質(zhì)且最合適的人，通過提供一些合適的候選人，再逐步選