Seasonal Employment in Tourism Organizations as a Challenge for Human Resource Management

Abstract

Purpose -The purpose of this paper is to investigate the impact of seasonal employment on the policies and practices of human resource management (HRM) in tourist organizations. The framework for HR policies and practices is based on an organization's chosen business strategy, and its acceptance of the industry's seasonal nature and a dichotomous business type or its preference to run a non-seasonal business. This paper aims to analyze the differences, in carrying out specific human resource management activities, between organizations that "embrace" seasonality and dichotomous business management and those that "challenge" seasonality and prefer continuous business management. Methodology -As a methodological framework for analyzing human resource management activities in tourism, a continuum is used, ranging from "embracing" to "challenging" seasonality. In this manner, the strategic context of HRM is taken into account and additionally vertical and horizontal alignments are explained. Seasonal employment in the EU tourism sector is analyzed and HRM trends and processes are identified and explained. Findings -The paper presents the possibilities and limitations as well as the effects of applying various human resource management activities, depending on the chosen seasonal employment approach in the tourism sector. The results of secondary data analysis on the type and length of work engagement in the field of tourism in the EU indicate a preferred approach to seasonality. At the same time, they can serve as a basis for discussing desirable and necessary HRM policies and practices. Contribution -The paper's contribution is reflected in emphasizing the importance of aligning HRM policies and practices with the specific features of the tourism industry, the specific features of the chosen business strategy, and the seasonal way of doing business. Research results indicate that the "war for seasonal workers" began long ago and that tourism organizations can ensure longterm sustainable success and competitive positioning only if they come up with more attractive measures to win and retain skilled and capable employees.

Human resources management as a factor determining the organizational effectiveness of DMOs: a case study of RTOs in Poland

“…An additional theoretical implication is that there is a correlation between the size of the organization's budget and the number of its office employees. Moreover, it is worth pointing out the value of the study concerning the importance of human resources in creating destination competitiveness or playing a strategic role in the organization’s success (Rahimić et al , 2019). The problem is particularly important because of a number of changes, also of an organizational nature, affecting RTOs in different parts of the world in recent years (Pike and Ives, 2018).…”

Tourism seasonality: the causes and effects

“…The economic effects of seasonality on tourism are also directly linked to the effects of seasonality on employment. In fact, seasonal employment is emerging, which from a strategic business perspective could be viewed as negative as it does not provide guarantees for employees (Rahimi c et al, 2019). Highly-qualified labour is a guarantee of the quality of products by each tourism service provider, as the customer is likely to be more satisfied with the service received and more inclined to return as well as give positive product reviews.…”

“…The economic effects of seasonality on tourism are also directly linked to the effects of seasonality on employment. In fact, seasonal employment is emerging, which from a strategic business perspective could be viewed as negative as it does not provide guarantees for employees (Rahimić et al. , 2019).…”