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Building on tourism crisis studies and behavioral economics, this study describes a national survey conducted among 439 Aruban tourism and nontourism employees.

Regression analysis was subsequently conducted to analyze the relationship between experienced well-being, crisis duration and tourism and nontourism employee sentiments.

The findings indicate that tourism employee sentiments are generally, and significantly, more negative and their concerns about the future are significantly more pessimistic than nontourism employees. The results show that the experienced well-being and expected duration of the COVID-19 crisis have a significant negative effect on tourism employees' sentiments. The paper provides several policies and industry recommendations for strengthening tourism employee well-being and economic resilience. Several avenues for future research are presented.

The current study contributes to this literature by showing that the increased pessimism and negativity of the tourism employees as compared to nontourism employees during the current pandemic influence their thoughts about future income and earnings as well as future purchases.

In this chapter we aim to consider human resources (HR) within the context of tourism experiences. Specifically, our intention is to analyze and highlight the importance of a strategic approach to human resources management (HRM) and suggest suitable tools and strategies.

Extensive literature reviews were conducted on issues and aspects of HRM. Micro-cases and examples are used to illustrate efficient HRM tools and practices.

(i) HR have a significant contribution to make in overcoming the challenge of creating and managing experiences to meet customer expectations and achieve tourism business aims. (ii) The strategic management approach to HR is indispensable because consumption experience has shifted from the servicescape to the experiencescape environment. (iii) This evolution implies that tourism staff need to develop a new skills set.

This study is explorative in nature, based on a literature review. Thus, more research-based knowledge and more empirical studies are needed to fully validate the chapter’s suggestions.

Strategic HRM is a requirement for tourism businesses that aim to provide valuable tourism experiences. There is a need for experiential intelligence and a bundle of skills to fulfill the customized requirements and personal aspirations of contemporary tourists. The related strategies are also discussed.

The study offers insights into aspects of HRM in the context of tourism experiences and highlights the necessity of developing an extended bundle of skills.

Researchers have extensively investigated the relationship between employees’ well-being and their financial stress. The state of one’s finances can have an impact on them both directly and indirectly, depending on their organisation and employer. Employees’ job performance will be affected by their level of financial well-being, whether it is high or low. This study’s primary goal is to examine and objectively assess the employee of the tourism industry in India’s financial well-being (FWB). The analysis included 190 respondents from the travel and tourism sector. The instrument for this study was a questionnaire based on descriptive statistics and inferential statistics of one-way ANOVA and correlation analysis. Financial stress and financial well-being were significantly inversely correlated among the employee of tourism industries in India according to Pearson correlation analysis. The study’s findings showed that there was a significant difference between the financial well-being and demographic status of tourism industries employee. The results of this study, which relied on primary data could help the government develop policies to encourage greater and better financial well-being among participants in the tourism business.

The purpose of this paper is to examine the relationship between employee perceived well-being and the four dimensions of organisational justice, namely, procedural, distributive, interpersonal and informational justice, and how dimensions of organisational justice affect employee well-being in the Australian tourism industry.

The sample is selected from employees who work in the tourism industry in Australia, and the survey was conducted online (n=121). Factor analysis is used to identify key items related to perceived organisational justice, followed by multiple regression analysis to assess the magnitude and strength of impacts of different dimensions of organisational justice on employee well-being.

The results support the established view that organisational justice is associated with employee well-being. Specifically, informational justice has the strongest influence on tourism employee well-being, followed by procedural justice, interpersonal justice and distributive justice.

The authors acknowledge key limitations in the study such as a relatively small sample size and gender imbalance in the sample.

The authors provide strategies for managers to increase levels of organisational justice in the tourism sector such as workgroup interactions, a consultation process, team culture and social support.

This study builds on limited literature in the area of inclusion and organisational justice in tourism organisations. The study provides a new path to effective organisational management within the context of a diverse workforce, adding to the current debate on which dimensions of organisational justice contribute to improving employee well-being.

Tourism employment is very diverse ranging from precarious, exploitative study to high-quality workplaces. However, poor employment images dominate the tourism industry, which makes attracting employees difficult. This study aims to examine the processes that lead to such image construction.

Using a qualitative methodology, the study develops a multilevel framing cycle comprising a media analysis of newspapers and magazines (macro-level), a conversation analysis of peer communication/negotiations (meso-level) and a content analysis of single employee/manager interviews (micro-level); and a comparative analysis of the macro-, meso- and micro-level findings.

The multilevel frame cycle identifies image-construction processes that pass through working conditions, payment, seasonality and human resource problems. These processes are shaped by the two cross-level dynamics of radicalization and attenuation. The latter consists of rationalized and repressed framings of tourism employment images (TEI) and the former consists of ideological and emotional framings.

Tourism stakeholders should support and participate in a pragmatic and open dialog to overcome the radicalization and attenuation of tourism employment. The key players require a new deal to end the “information warfare” on tourism employment, inaugurating a new era of collaborative and constructive employment relations.

This study develops a holistic and dynamic understanding of TEI by exploring how media products, peer groups and employees/managers jointly construct these images. It demonstrates how attenuation and radicalization shape poor employment images in tourism. It argues that these dynamics “lock in” the status-quo, create mutual recrimination between employers and employees and counteract common strategies that could otherwise improve employment structures and the image of tourism.

This chapter argues that substantial potential exists for service encounter-based innovation in tourism. However, there are also a number of obstacles. Based on theoretical discussions on potentials and obstacles, a Knowledge Chain Model of service encounter-based innovation in tourism is developed. It suggests how weak or broken knowledge chains limit companies’ potential for benefiting from service encounter-based innovation. The relevance of the model is illustrated by a comparative case study of four tourism companies. In light of the theoretical frameworks and empirical findings, the chapter suggests how experimental methods can join research and practice to enhance the innovative potential of tourism companies while providing the research community with valuable knowledge.

This paper aims at explore the intervening role of servant leadership in tourism businesses' outcomes, in the context of travel agencies. Drawing on servant leadership theory, the authors develop a multimediation model exploring the relationships between servant leadership and person–job fit, work–life balance, work engagement, innovative work behavior and job crafting.

Using SmartPLS3, data collected from 942 travel agencies operating in Egypt, a questionnaire was used to obtain data on how travel agency employees envisage their organization’s adoption of servant leadership, person–job fit, job crafting, work–life balance, work engagement and innovative work behavior.

The authors show that servant leadership correlates positively with person–job fit, work–life balance, work engagement, innovative work behavior and job crafting, while job crafting correlates positively with work–life balance, work engagement and innovative work behaviors. The partial mediating roles of both job crafting and person–job fit in the link between servant leadership and work–life balance, and the partial mediating role of work engagement in the link between servant leadership and innovative work behaviors.

Up to date, research on the effects of servant leadership on person–job fit, job crafting, work–life balance, work engagement and innovative work behavior has been inadequate. In terms of contextual applicability, an empirical investigation of the relationship between these factors in travel agencies is not available. By empirically examining these relationships in the context of Egyptian travel agencies, the current study has bridged a gap in the tourism and hospitality literature, human resources management and organizational behavior literature.

本文旨在探讨仆人式领导在旅行社背景下对旅游企业成果的干预作用。借鉴仆人式领导理论, 我们开发了一个多重中介模型, 探索仆人式领导与人-工作契合度、工作-生活平衡、工作投入、创新工作行为和工作重塑之间的关系。

使用 SmartPLS3, 从在埃及运营的 942 家旅行社收集的数据, 使用问卷调查获取有关旅行社员工如何设想他们的组织采用仆人式领导、人-工作匹配、工作重塑、工作与生活平衡、工作参与和和 创新工作行为。

我们表明, 仆人式领导与人-工作契合度、工作-生活平衡、工作投入、创新工作行为和工作重塑呈正相关, 而工作重塑与工作-生活平衡、工作投入和创新工作行为呈正相关。工作重塑和个人-工作在仆人式领导与工作-生活平衡之间的联系中起部分中介作用, 工作投入在仆人式领导与创新工作行为之间的联系中起部分中介作用。

该研究进行了一些开创性的检查。迄今为止, 关于仆人式领导对人-工作契合度、工作重塑、工作-生活平衡、工作投入和创新工作行为的影响的研究还不够充分。就情境适用性而言, 尚无对旅行社中这些因素之间关系的实证研究。通过在埃及旅行社的背景下对这些关系进行实证检验, 当前的研究弥合了旅游和酒店文献、人力资源管理和组织行为文献中的空白。

El objetivo de este artículo es explorar el papel que desempeña el liderazgo de servicio en los resultados de las empresas turísticas, en el contexto de las agencias de viajes. Basándonos en la teoría del liderazgo de servicio, desarrollamos un modelo de mediación múltiple que explora las relaciones entre el liderazgo de servicio y la adecuación de la persona al trabajo, el equilibrio entre el trabajo y la vida personal, el compromiso laboral, el comportamiento laboral innovador y el diseño proactivo del puesto de trabajo.

Con SmartPLS3 se analizaron datos recopilados de 942 agencias de viajes que operan en Egipto mediante un cuestionario con el que se obtuvo información sobre cómo los empleados de agencias de viajes prevén que su organización adopte el liderazgo de servicio, el ajuste persona-trabajo, el diseño proactivo del puesto de trabajo, el equilibrio entre el trabajo y la vida personal, el compromiso laboral y el comportamiento laboral innovador.

Mostramos que el liderazgo de servicio se correlaciona positivamente con el ajuste persona-trabajo, el equilibrio entre el trabajo y la vida personal, el compromiso laboral, el comportamiento laboral innovador y el diseño proactivo del puesto de trabajo, mientras que el diseño del puesto de trabajo se correlaciona positivamente con el equilibrio entre la vida laboral y personal, el compromiso laboral y los comportamientos laborales innovadores. Mostramos también el papel mediador parcial del diseño proactivo del puesto de trabajo y del ajuste persona-trabajo, en el vínculo entre el liderazgo de servicio y el equilibrio entre el trabajo y la vida personal, asi como el papel mediador parcial del compromiso laboral en el vínculo entre el liderazgo de servicio y los comportamientos laborales innovadores.

Hasta la fecha, la investigación sobre los efectos del liderazgo de servicio en la adecuación de la persona al trabajo, el diseño proactivo del puesto de trabajo, el equilibrio entre el trabajo y la vida personal, el compromiso laboral y el comportamiento laboral innovador ha sido insuficiente. En términos de aplicabilidad contextual, no se disponía de una investigación empírica de la relación entre estos factores en las agencias de viajes. Al examinar empíricamente estas relaciones en el contexto de las agencias de viajes egipcias, el presente estudio cubre un vacío en la literatura sobre turismo y hostelería, gestión de recursos humanos y comportamiento organizacional.

The purpose of this paper is to propose and test a conceptual model that explores the effect of job rotation on employees' performance through the mediating role of organizational behavior (namely, motivation, organizational commitment, job satisfaction, job involvement and job burnout).

Data are gathered from employees in the tourism and aviation departments at travel agents category A in Egypt. In total, 788 questionnaires are analyzed using regression-based partial least squares structural equation modeling (PLS-SEM) using Smart PLS 3.21.

The results indicate that organizational behavior (motivation, organizational commitment, job satisfaction, job involvement and job burnout) plays mediation roles in the relationship between job rotation and employees' performance.

The study contributes to the current literature by linking job rotation to employees' performance through organizational behavior (motivation, organizational commitment, job satisfaction, job involvement and job burnout). The findings of the study hold practical and theoretical implications for tourism and hospitality organizations.

The purpose of this study is to develop a deeper understanding of the scope of talent development (TD) strategies and practices in tourism and hospitality industry contexts.

Because the literature on talent management and TD in tourism and hospitality is limited and fragmented, an integrative literature review method was used to identify and analyze relevant studies to create a more comprehensive representation of the industry’s talent strategies.

Findings from the literature review showed that by nature, the context of tourism and hospitality is complex and the meaning of talent in this industry is not necessarily comparable to other industry sectors (Baum, 2008). While most industries adopt a more exclusive approach to develop talent, an inclusive approach may be more ideal for tourism and hospitality especially in light of the importance of frontline employees for business success. More robust management structures and human resource systems are needed especially in small and medium tourism enterprises to aid the facilitation of TD. A partnership approach involving strong commitment between education, industry and government should be necessitated to implement and sustain TD considering the importance of the industry to nation’s economic and social advancement.

This study adds to the body of literature on TD in tourism and hospitality. Future research opportunities should explore both qualitative and quantitative methods to provide empirical evidence and to further build on the literature.

Generally, organizations place emphasis on the development of technical skills, however, managers and leaders of tourism organizations should focus on developing both technical and generic competencies especially for frontline employees to ensure that a positive image of the organization is consistently demonstrated. TD can influence employees’ emotional labor; therefore, increased and quality emotional labor training can impact the types of strategies that employees use during guest encounters to promote quality service.

The paper contributes a comprehensive review of the literature on TD in the tourism and hospitality context. The TD map provides more focused direction and will aid in the establishment of TD strategies and practices.