[雙語翻譯]--員工培訓(xùn)外文翻譯--中小企業(yè)員工培訓(xùn)的阻礙（節(jié)選）

1、中文 中文 4200 字，英文 字，英文 2500 單詞， 單詞，13800 英文字符 英文字符出處： 出處：Padachi K, Bhiwajee S L. Barriers to employee training in small and medium sized enterprises - insights and evidences from Mauritius[J]. European Journal of Traini

2、ng extant research portray that these organisations often lack the resources required to undertake training. Mauritius, as a small island developing state, is not an exception. Similar to other economies, the Mauriti

3、an business landscape is characterised by a larger number of SMEs, representing 97 per cent of the business stock and accounting for nearly 47 per cent of the national workforce. To ensure a smooth transition along the

4、 business life cycle and fulfil their objectives, it becomes important to gauge into the training practices of these SMEs. This paper therefore aims to investigate into the barriers which SMEs face in the provision of

5、 training to their employees in the Republic of Mauritius. Design/methodology/approach – Through a survey questionnaire, the study attempted, inter alia, to mainly identify the importance and perception that owner ma

6、nagers of SMEs attach to the concept of training and, consequently, identifies the various barriers faced by the SMEs to impart training. Findings – Data obtained were analysed using SPSS 20.0 through descriptive statis

7、tics and inferential statistics. The analysis of the findings showed that training practices among SMEs in Mauritius rhymes with extant general literature. Originality/value – Research pertaining to SMEs is still in a

8、state of infancy in the Republic of Mauritius, without mentioning that it is practically non-existent as far as the training function is concerned. This paper thus attempts to provide both policymakers and researchers

9、’ scientific data regarding the barriers which SMEs face when indulging in training. Keywords: SMEs, Mauritius, Factor analysis, Barriers to training, Training practices IntroductionAmong the various existing organisati

10、onal HR practices, training has been considered to be very beneficial if not most important to many organisations wanting to survive the competitive world. In the words of Beaver and Hutchings (2005, p. 595), it is “c

11、rucial” for business concerns to integrate training and development activities into key business decisions and activities. However, while issues pertaining to training in large organisations have attracted a lot of a

12、ttention, training related to small- and employment in SMEs is considerable in a growing economy, it becomes thus important to study the training function in SMEs (Panagiotakopoulos, 2011). More so, when it is acknowle

13、dged that small establishment including SMEs are important for a developing economy, as they provide employment opportunities and a basis for developing new ideas, and contribute to economic growth and sustainable deve

14、lopment as well (Ricupero, 2002). It becomes also important to study training in SMEs, as it has also been argued that SMEs constitute the dominant form of business organisation, accounting for over 95 per cent and up

15、 to 99 per cent of enterprises depending on the country. They are responsible for between 60-70 per cent of net job creation in OECD countries. Small businesses are particularly important for bringing innovative produc

16、ts or techniques to the market (OECD Policy Brief NOV 2006).The Republic of Mauritius, a small island developing state in the Indian Ocean, is no exception to the above. The contribution of SMEs in the Mauritian econom

17、y cannot be ignored and it thus becomes significantly important to further study existing practices in SMEs so that improvements can be brought about in their functioning. Alike other economies, the aspect of training

18、 for SMEs are very much in its state of infancy in the island, where SMEs are still struggling for survival. The following section thus delves further about SMEs in Mauritius.As stated above, although a positive lever

19、of change is still scarce among extant literature, research pertaining to employee training in SMEs seems to attract a lot of attention. Till now, research pertaining to training in SMEs can be considered to be threef

20、old; in the sense that, existing studies deal mainly with either the benefits of employee training for SMEs, the barriers to providing training among SMEs or employees’ perception of training provision in SMEs. In line

21、 with the objectives of the paper, the issue of existing barriers among SMEs to provide employees with training will be further explored in the Mauritian context. 1.1 SMEs in MauritiusThe Republic of Mauritius has exper

22、ienced major structural revolution over the past three decades. The country has moved away from a mono-crop economy with fast population growth, high unemployment and low per capita income to one that is more dynamic

23、and diversified. The sources of diversification have been agriculture; export manufacturing (mainly textile), tourism and more recently international services with Offshore and Freeport activities (Ramsurrun and Dalrym

24、ple, 2000).The most recent statistics issued by the Central Statistics Office (CSO, 2010) showed that there were 94,606 small businesses operating with a license or registration certificate in Mauritius. According to

25、the CSO, small businesses/establishments refer to “businesses employing 10 or fewer workers”, while the The Small and Medium Enterprises Development Authority Act (2009) defines a small business as an enterprise which

26、 has an annual turnover of not more than 10 million rupees. It should be noted that, as per SMEDA statistics, in December 2009, there were 12,393 businesses registered but only 6,195 of them were operational and these