英语翻译Despite the view that one of the great strengths of small firms is their informality and the flexibilities that flow from this,there comes a point where informality can lead to diminishing returns.While informality leads to practices that

英语翻译Despite the view that one of the great strengths of small firms is their informality and the flexibilities that flow from this,there comes a point where informality can lead to diminishing returns.While informality leads to practices that
英语翻译
Despite the view that one of the great strengths of small firms is their informality and the flexibilities that flow from this,there comes a point where informality can lead to diminishing returns.While informality leads to practices that are easy to use and convenient they do not necessarily deliver the best results to the firm over the long term.For example in the case of fast growing and entrepreneurial firms,managers may exhaust their informal staffing contacts (for example,family members,referrals and ‘walk-ins’) and need to develop more strategic methods to recruit employees with the skills and knowledge to sustain business growth(Williamson,2000).Their use can therefore lead to the employment of the ‘wrong’ or ‘not quite right’ person,as a larger pool of potentially suitable recruits remains untapped.Moreover,informal selection practices could leave small business employers open to accusations of indirect discrimination with the selection of someone most like the interviewer rather than the person who has the most appropriate skills,qualifications or experience for the job.The problem would not necessarily be rectified with training while continuous
monitoring and immediate feedback practices (looking ‘over the shoulder’ of employees) could cause staff to feel oppressed or discriminated against and lead to lower,rather than higher,performance and productivity.
We believe that the existence of formal HRM practices is indicative of some strategic thinking about how employees’ skills,attitudes and behavior contribute to achieving the firm's purpose.In the next section we consider some literature that offers a more strategic understanding of HRM in small firms.
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英语翻译Despite the view that one of the great strengths of small firms is their informality and the flexibilities that flow from this,there comes a point where informality can lead to diminishing returns.While informality leads to practices that
尽管认为,一个伟大的力量,小企业是他们的非正式的灵活性和流动从这一点出发,有来自地步非正式可导致收益递减.虽然不拘导致做法,易于使用和方便他们不一定提供最佳的结果,以该公司的长期.例如,在的情况下快速成长的企业和企业家,管理者可能会用尽他们的非正式工作人员联系（例如,家庭成员,转诊和步行集）和需要制定更多的战略方法,以招募员工的技能和知识,以持续业务增长（威廉姆森,2000年） .及其使用,因此导致就业的'错误'或'不完全正确'的人,作为一个更大的潜在合适的新兵还有待开发.此外,非正式的做法可能会选择离开小企业雇主开放指控的间接歧视,选择的人最喜欢的采访,而不是人谁的最适当的技能,资历或经验的工作.这个问题并不一定会得到纠正的培训,同时不断
监测与立即反馈的做法（寻找'的肩膀'的雇员）可能造成人员憋闷或歧视,并导致较低的,而不是更高,性能和生产力.
我们认为,存在着正式的人力资源管理的做法表明了一些战略性思考如何雇员的技能,态度和行为有助于实现该公司的目的.在下一节,我们认为一些文献提供了一个更具战略意义的认识人力资源管理小型企业.

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尽管认为的一个很大的优点是他们的非正式的小型企业和灵活性的流动从这总有一个转折点,非正式的地方会导致“收益递减”的影响。而非正式导致实践,易于使用和方便他们不一定提供最佳的结果,该公司在长期的发展。例如在案件的快速发展,创业公司,基金经理可能消耗他们的非正式员工联系(例如,家庭成员,推介和“内省”),需要发展更多的战略方法招募员工的技能和知识来维持业务增长(威廉姆森,2000)。他们的使用可以因此...

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尽管认为的一个很大的优点是他们的非正式的小型企业和灵活性的流动从这总有一个转折点,非正式的地方会导致“收益递减”的影响。而非正式导致实践,易于使用和方便他们不一定提供最佳的结果,该公司在长期的发展。例如在案件的快速发展,创业公司,基金经理可能消耗他们的非正式员工联系(例如,家庭成员,推介和“内省”),需要发展更多的战略方法招募员工的技能和知识来维持业务增长(威廉姆森,2000)。他们的使用可以因此导致就业的“错误的”或“不完全正确的人,就像一个大池潜在合适的新兵尚未开发。此外,非正式的选择可能会离开小型企业雇主实践开放的间接歧视指控的选择,面试你的人最喜欢的人不是最合适的技能、资格或经验做这项工作。这个问题并不一定会被矫正训练而连续的
监测和即时反馈技术(环顾肩的员工)会导致员工感到压迫和歧视,导致较低的,而不是高,性能和生产率。
我们相信存在的人力资源管理实践是正式代表一些战略性思考技能、态度、员工行为有助于实现公司的目标。在接下来的章节,我们考虑了一些文学,提供了一个更战略性人力资源管理的理解在小公司。

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