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

Content preview from Shapes of Tourism Employment

5The Globalized Hotel Business: Worlds within a World

5.1. Worlds at stake and human resource management

The complexity and turbulence¹ of the tourism system [ALT 09; BAR 16; TRI 97] have increased with the globalization of economies. This forces hotel companies to be responsive, which results in many strategic movements, as we have seen in Chapter 1, and new contingencies in the hotel sector must therefore be taken into account as the latter becomes more global. Firms’ strategies must consider all the different “worlds” (segments, ranges, cultures, locations, sizes, etc.) that constitute them in order to maintain a leading position in the market. These strategies tend to be applied in a global way, in particular in order to facilitate the coordination of the very different job profiles that make up these organizations. Such processes gradually erase the local specificities of hotels and significant gaps can thus widen between prescribed labor standards and the reality of work. However, the requirement also includes the means and objectives allocated to hotel teams. In order to reduce costs to gain competitiveness, teams are often forced to operate, not according to their needs, but according to what the organization imposes on them, that is, to do more with less. Because, let us remember, the main resource of hotel teams to provide a quality service is the temporal and psychological availability of the employees. As a result, “an employee who, by any chance, attempts to challenge ...