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.
General
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