Shapes of Tourism Employment

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.

Auteur
GREFE Gwenaelle, Associate Professor, UFR ESTHUA Tourism and Culture

Contenu

Introduction xi
Gwenaëlle GREFE and Dominique PEYRAT-GUILLARD

Part 1 Managing the Human Resources of Hotel Companies in the Face of Third Tourism Revolution Disruptions 1

Introduction to Part 1 3

Chapter 1 Disruption and the Strategy of Hotel Groups 9
*Régis DUMOULIN and Aurore GIACOMEL*

1.1 The hotel market: multinational companies and new players 9

1.1.1 Airbnb 11

1.1.2 Online travel agencies 11

1.1.3 International issues 12

1.2 Strategic responses from the world's leading hotels 14

1.2.1 The positioning of groups in terms of hotel segments and ranges 15

1.2.2 Diversification strategies 16

1.2.3 Digitalization strategies 17

1.2.4 Hypercompetition and hypervariety of service 18

1.3 Conclusion 19

1.4 References 20

Chapter 2 Front-Office Jobs in the Age of Soft Skills 23
*Aurore GIACOMEL and Benoît RAVELEAU*

2.1 Toward a strong presence of soft skills in front-office jobs 23

2.2 Professionalization in front-office jobs, specificities that are tested in practice 25

2.3 The skills and work experience of front-line employees 30

2.4 Recruitment by soft skills and their difficult assessment 32

2.5 Conclusion 34

2.6 References 35

Chapter 3 The Upgrading of Skills for the Back Office, Middle Line and Support Staff 39
*Gwenaëlle GREFE*

3.1 The historical development of professions 39

3.2 Skills development in a context of forced internationalization 40

3.2.1 Internationalization, the target of high flyers 40

3.2.2 Internationalization as a lever for reconfiguring and separating professions 43

3.3 The rise in skills of the back office professions and support staff in the context of digitalization 45

3.3.1 The establishment of expert teams 46

3.3.2 New functional and operational professions 47

3.4 The rise in back office skills and support staff professions in the face of the dual quest for enrichment and sustainability 48

3.4.1 The diffusion of the economy of enrichment within the heritage hotel sector: the challenge of competencies 49

3.4.2 From the globalized economy to the sustainable economy: the search for and activation of new skills? 50

3.5 Conclusion 51

3.6 References 52

Chapter 4 Employee Turnover: HRM Challenges to Develop Commitment and Job Satisfaction 55
*Brigitte CHARLES-PAUVERS*

4.1 Problematic loyalty 55

4.2 challenged to develop necessary commitment and satisfaction at work 57

4.3 Creating the conditions for commitment and satisfaction 58

4.3.1 Recruitment 60

4.3.2 Training and development 61

4.3.3 Remuneration 61

4.3.4 Support from managers 62

4.4 Conclusion 62

4.5 References 63

Chapter 5 The Globalized Hotel Business: Worlds within a World 67
*Aurore GIACOMEL and Régis DUMOULIN*

5.1 Worlds at stake and human resource management 67

5.2 From the traditional concept of hospitality to the globalized hotel sector 68

5.3 Diversity of hotel structures and HRM 69

5.4 Diversity of professions and versatility of staff 70

5.5 New segmentations and culture of change in HR 71

5.6 Globalization: harmonizing HR cultures 73

5.7 Conclusion 75

5.8 References 75

Chapter 6 The Hospitality World in Poland: A Dynamic Industry in Search of Soft Skills 77
*Aldona GLISKA-NEWE, Rafal HAFFER, Joanna WISKA and Barbara JÓZEFOWICZ*

6.1 Introduction: overview of the hotel industry in Poland 77

6.2 Soft skills and a sense of meaningful work 81

6.3 Soft skills in practice: a case study 84 6.4 Conclusion: HR progress recommendations for the h...