In 2007, Tourism Management published a detailed assessment
of the state of play with respect to human resources in tourism
(Baum, 2007), with the somewhat pessimistic sub-title of “Still
waiting for change”, which focused on the notion that, in a world of
increasing social, economic, political and technological churn, not
least within tourism, some dimensions of people management and
the role of human resources appeared to be frozen in time. The
reputation of tourism as an employer remained, in this assessment,
very mixed with excellent practice in some organisations located
alongside widespread perceptions of poor pay, challenging working
conditions and limited opportunities for growth and development,
particularly for women and minorities.
In 2007, Tourism Management published a detailed assessmentof the state of play with respect to human resources in tourism(Baum, 2007), with the somewhat pessimistic sub-title of “Stillwaiting for change”, which focused on the notion that, in a world ofincreasing social, economic, political and technological churn, notleast within tourism, some dimensions of people management andthe role of human resources appeared to be frozen in time. Thereputation of tourism as an employer remained, in this assessment,very mixed with excellent practice in some organisations locatedalongside widespread perceptions of poor pay, challenging workingconditions and limited opportunities for growth and development,particularly for women and minorities.
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