[雙語(yǔ)翻譯]--員工培訓(xùn)外文翻譯--中小企業(yè)員工培訓(xùn)的阻礙（原文）

1、European Journal of Training and DevelopmentBarriers to employee training in small and medium sized enterprises: Insights and evidences from Mauritius Kesseven Padachi Soolakshna Lukea BhiwajeeArticle information:To cite

2、 this document: Kesseven Padachi Soolakshna Lukea Bhiwajee , (2016),“Barriers to employee training in small and medium sized enterprises Insights and evidences from Mauritius “, European Journal of Training and Developme

3、nt, Vol. 40 Iss 4 pp. 232 - 247 Permanent link to this document: http://dx.doi.org/10.1108/EJTD-02-2014-0018Downloaded on: 18 January 2017, At: 05:50 (PT) References: this document contains references to 36 other documen

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5、ritius: context, challenges and opportunities“, European Journal of Training and Development, Vol. 40 Iss 4 pp. 210-214 http://dx.doi.org/10.1108/ EJTD-04-2016-0018(2011),“Barriers to employee training and learning in sm

6、all and medium-sized enterprises (SMEs)“, Development and Learning in Organizations: An International Journal, Vol. 25 Iss 3 pp. 15-18 http:// dx.doi.org/10.1108/14777281111125354Access to this document was granted throu

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12、n, training related to small- and medium-sized enterprises (SMEs) remains in a state of infancy. There is no single, uniformly acceptable definition of the “small firm” Storey, 1994), rather the definition of SMEs differ

13、s from country to country [International Labour Organisation (ILO), 1996] and there is no global definition commonly used across the world. However, SMEs are a very “heterogeneous group” (Saru, 2007, p. 36) which include

14、s a wide range of firms cutting across all sectors of the economy and operating under varying economic and social environments. SMEs are dissimilar from microenterprises but nevertheless they tend to share the same princ

15、iples. Microenterprises normally operate in semi-formal and informal sector, while SMEs in formal sector of the economy. Irrespective of the meaning attributed to SMEs, it is an agreed fact across the world that SMEs rep

16、resent a powerful engine of growth for the global economy. They are regarded as a high potential sector for employment generation, poverty alleviation and source of livelihood of millions of people in both developed and

17、developing countries. Their role in building a solid industrial base can be gauged from the fact that they account for more than 95 per cent of manufacturing enterprises and an even higher share of many service industrie

18、s in Organisation for Economic Co-operation and Development (OECD) countries (OECD Reports). However, in developing countries, the SME picture varies greatly. The World Bank estimates that SMEs contribute, on average, 51

19、.5 per cent of gross domestic product in high-income countries but only 15.6 per cent in low-income countries. In this sense, as it is a recognised fact that SMEs contribute considerably to the economic development of a

20、nation (Robertson, 2003;Panagiotakopoulos, 2011), Beaver and Hutchings (2005) further argue that existing literature which addresses human resource aspects in SMEs draws attention towards the need for training and develo

21、pment together with the role of the owner manager in engendering an organisational culture in line with the broad definition of HRM. Moreover, according to De Ferranti and Ody (2007), SMEs typically employing between 10

22、and 250 persons are considered to form the backbone of modern economies and can be crucial engines of development through their roles as seedbeds of innovation. However, in much of the developing world, SMEs are under-re

23、presented and are stifled by perverse regulatory climates and poor access to inputs as far as the training function of HRM is concerned. There is thus little empirical evidence to date to support the association that tra

24、ining has with the performance of SMEs. (Macpherson and Jayawarna, 2007). So much so that the empirical evidence linking performance and training among SMEs is still considered inconsistent and inconclusive. (Morgan et a

25、l., 2002; Storey, 2004; Hashim and Wok, 2013). However, existing researchers suggest that there are “significant differences between the training and associated human resource development activities undertaken by busines

26、ses of different sizes” (Devins et al., 2004, p. 449). In line with the above study by Saru (2007) indicates that since the effect of employment in SMEs is considerable in a growing economy, it becomes thus important to

27、study the training function in SMEs (Panagiotakopoulos, 2011). More so, when it is acknowledged that small establishment including SMEs are important for a developing economy, as they provide employment opportunities and

28、 a basis for developing new ideas, and contribute to economic growth and sustainable development as well (Ricupero, 2002). It becomes also important to study training in SMEs, as it has also been233Barriers to employee t