英语翻译Despite the view that one of the great strengths of smal

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.
不要用在线翻译的

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.