book

Shapes of Tourism Employment

by Gwenaelle Grefe, Dominique Peyrat-Guillard

October 2020

Intermediate to advanced

270 pages

7h 40m

English

Wiley-ISTE

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1.1. The hotel market: multinational companies and new players1.2. Strategic responses from the world’s leading hotels1.3. Conclusion1.4. References
2.1. Toward a strong presence of soft skills in front-office jobs2.2. Professionalization in front-office jobs, specificities that are tested in practice2.3. The skills and work experience of front-line employees2.4. Recruitment by soft skills and their difficult assessment2.5. Conclusion2.6. References
3.1. The historical development of professions3.2. Skills development in a context of forced internationalization3.3. The rise in skills of the backoffice professions and support staff in the context of digitalization3.4. The rise in back office skills and support staff professions in the face of the dual quest for enrichment and sustainability3.5. Conclusion3.6. References
4.1. Problematic loyalty4.2. …challenged to develop necessary commitment and satisfaction at work4.3. Creating the conditions for commitment and satisfaction4.4. Conclusion4.5. References
5.1. Worlds at stake and human resource management5.2. From the traditional concept of hospitality tothe globalized hotel sector5.3. Diversity of hotel structures and HRM5.4. Diversity of professions and versatility of staff5.5. New segmentations and culture of change in HR5.6. Globalization: harmonizing HR cultures5.7. Conclusion5.8. References
6.1. Introduction:overview of the hotel industry in Poland6.2. Soft skills and a sense of meaningful work6.3. Soft skills in practice: a case study6.4. Conclusion: HR progress recommendations for the hotel industry in Poland6.5. References

7.1. The development of international hotels in China7.2. The challenge of intercultural management7.3. Challenges in retaining employees7.4. Conclusion7.5. References
8.1. National companies conquering the world: a historical background8.2. Flag-carrying companies in the age of globalization: toward historical value chains8.3. Conclusion8.4. References
9.1. Two jobs for the same condition9.2. Flight crew, a class with comparable professional identities, difficult to integrate into traditional human resource management systems9.3. Flight crew, the target of successive restructuring plans leading to separate corporate struggles9.4. Conclusion9.5. References
10.1. The ground worlds10.2. Between ground and sky, the suspended world of air traffic controllers10.3. Ground operations personnel, an adjustment variable in any context10.4. Conclusion10.5. References
11.1. Airline pilot, from dream job to the psychological bonds experienced11.2. The particularity of the bond with the organization11.3. Which HR policy?11.4. Conclusion11.5. References
12.1. A world without social frills12.2. The chaotic regime of charter airline personnel in the face of the widespread use of “sun destination planes”12.3. Dark management at low-cost airlines: human resource management abuses12.4. Conclusion12.5. References
13.1. A hybridization of models13.2. At the origin of the invention of low cost, a model based on employee commitment13.3. The low-cost imitation strategy Shapes of Tourism Employment13.4. Conclusion13.5. Appendix: the Middle East airline world13.6. References

Overview

The ambition of this book is to propose a grid of reading able to illuminate the current HR transformations experienced by the big historical international companies of the sector of the tourism, carried away by what is known as the "3rd tourist revolution ". The latter is characterized by the combination of three main phenomena: internationalization, digitalization and hyper-personalization that refound the employment relationship between employers, unions and employees. Internationalization requires a renewal of business models heckled by the low-cost strategies of new operators provoking social reactions to the extent of perceived psychological disruptions, to question the validity of these same strategies. Digitization has opened the way to the disintermediation at the origin of the evolution of the trades front and back office. Finally, hyper-personalization and adaptation to new client behaviors justify the hegemony of soft skills for a redefined hospitality. In the end, the employee must constantly deal with often paradoxical injunctions (example: standardization of service protocols versus empowerment). A focus will be made on two specific branches: hotels and air transport which will each be part of a part. The topic will be illustrated by case studies and testimonials. The two coordinators of the book will draw on the contributions of researchers who collaborate with them in the framework of an international research program they pilot.