Understanding the small business sector

在翟象俊主编的《大学英语》第2册第5单元中，有这样一个句子：“As a boy and then as an adult, I never lost my wonder at the personality that was Einstein.”教参中指出“the personality that was Einstein”应理解为“the personality which was the most striking characteristic of Einstein”，该句译为“作为一个孩子，到后来作为一个成人，我一直对爱因斯坦的个性惊叹不已”。很明显，在这里译者把“personality”理解为“个性，人格”，但本人认为应译为“人物，名人”更妥。“personality”可作“个性，人格”讲，但它还有另外一个重要意思。在陆谷孙主编的《英汉大词典》（1993年版）中，“personality”第3条释义为：“个人，人物，名人”：“appoint a personality to lead a campaign，派一个人去领导一场运动”。“a personality in the news，新闻人物”。在...

此处“personality”译法探析

This paper discusses the results of a survey on employee loyalty conducted in Oakland, California. The survey revealed a serious disconnect between the opinions of managers, including executives, and non-management employees on issues of employee loyalty, trust of management, mutual respect between management and non-management employees and other related questions. The survey showed that the majority of employees do not feel loyalty from their employer, do not believe that companies take their interests into account, and do not trust or respect their managers, while most managers positively assessed the situation. This disparity needs to be thoroughly addressed by companies in order to improve employee loyalty.

Challenges of Employee Loyalty in Corporate America

This study develops a structural model and tests it in a hospital to identify how internal marketing quality influences employee organizational loyalty. Data were collected from 240 respondents from a private hospital in Taiwan. All survey information was coded for statistical analyses and entered into a computer database. The data were analyzed using descriptive statistics, factory analysis, and structural equation modeling (SEM). SEM analysis indicated a good fit between the hypothesized model and the sample data. Results indicated a significant path coefficient of .63 between internal marketing and employee loyalty. The test results show the strong role of internal marketing on employee loyalty.

/pdf/modeling-internal-marketing-and-employee-loyalty-a-2s4hik1dzu.pdf

Modeling Internal Marketing and Employee Loyalty: A Quantitative Approach

Recent studies of entrepreneurial hiring have focused on teams of individuals brought together to form new firms. The literature is scarce on the hiring decision made by sole proprietors to obtain early-stage employees in existing growing firms, yet these firms are great in number and significantly impact the economy. Such hiring decisions will be critical to the growth, and even survival, of such small firms. This paper proposes a model suggesting that an entrepreneur's more central social or role identity influences the hiring decisions for early-stage employees. Utilizing social and role identity theories, this paper suggests how an entrepreneur's most central identity influences how early-stage hiring decisions are made in entrepreneurial small firms. Additionally, it is suggested that the job complexity of new employment positions, and the munificence of the human resources in an environment further moderate the relationship between the sole proprietor's entrepreneurial identity and the hirin...

Hire someone like me, or hire someone I need: entrepreneur identity and early-stage hiring in small firms

The reseazch examined the link between the recruitment and selection practices ofowner-managers of small businesses and employees' perceptions and attachment to the firm. We also predicted that owners' conscientiousness and openness to experience would affect their choice of hiring practices. Participants were 127 employees and owner-managers in 31 small, independent bakeries, and survey data were collected from both the owners and the employees. Responses revealed that use of formal recruitment techniques predicted positive employee perceptions and employees' perceptions of owners' commitment predicted their loyalty to the firm. Further, the owner's openness to experience was linked to a less formal approach to hiring practices.

Finding Employees and Keeping Them: Predicting Loyalty in the Small Business

The research examined the impact of four selection practices on employees’ affective commitment and performance orientation Ninety-seven employees in 31 small businesses provided survey data, and the results suggested that the presence of selection interviews and job probation requirements was linked to greater affective commitment This relationship existed for relatively new employees, as well as those that had been with the firm for more than tow years Commitment, in turn, predicted a greater orientation toward performance among employees

Making Sense of Selection: Reactions to HR Practices in Small Organizations

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Finding Employees and Keeping Them: Predicting Loyalty in the Small Business

Making Sense of Selection: Reactions to HR Practices in Small Organizations