Contingent Employment Relationships Between Tour Guides and Tour Operators in Ecuador: Human Resource Management Practices and Attitudinal Outcomes

Gavino, Monica C.; Martínez, Patricia G.; Malos, Stanley B.

doi:10.1007/s10672-009-9138-y

Cited by 6 publications

(17 citation statements)

References 78 publications

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“…There are bills to pay. (Participant 9, 26-31) Such findings are in alignment with the main issues identified in international case studies on the challenges embedded in tour guiding as a profession where job unpredictability, low financial and professional recognition, and problematic social life determine unfavorable conditions (Ababneh, 2017;Ap & Wong, 2001;Cohen, 1985;Gavino & Martinez, 2010;Guerrier & Adib, 2003;Hwang et al, 2014;Mackenzie & Kerr, 2013;Mak et al, 2011;Melubo & Buzinde, 2016;Min, 2014).…”

Section: P R O O Fmentioning

confidence: 53%

“…More precisely, the negative emotional consequences of being a peripheral worker are usually due to the perceived job insecurity and unpredictability which, together with the detachment from the operational core of the company, foster a sense of being disadvantaged in comparison to noncontingent workers (Ababneh, 2017;Gavino et al, 2010;Kalleberg, 2000;Mak et al, 2011;Min, 2014). In addition to this, the unconventionality of the employment relationship, which usually results in limited direct interactions with managers and coworkers, determines a lack of perceived organizational support (Kalleberg, 2000;MacKenzie & Kerr, 2013;Min, 2014).…”

Section: Challenges In Managing Peripheral Workers Within Diverse Environments Eleni Michopoulou and Claudia Melpignanomentioning

confidence: 99%

“…Hence, it becomes evident that the most common challenges and issues that affect tour guiding jobs are linked to the inadequate HR practices implemented by the operations manager on behalf of the event/ tourism company (Ababneh, 2017;Ap & Wong, 2001;Cohen, 1985;Gavino et al, 2010;Guerrier & Adib, 2003;Mackenzie & Kerr, 2013;Mak et al, 2011;Melubo & Buzinde, 2016;Min, 2014). In fact, it is found that in the operations manager's perspective the management of financial and material assets is often prioritized, determining inadequate interactions with the human resources of the company (Costen et al, 2010;Gavino et al, 2010;Kotler et al, 2014;Mackenzie & Kerr, 2013;Min, 2014).…”

Section: Case Study Contextmentioning

confidence: 99%

“…Research with regards to the management of peripheral workers in event and tourism organizations is scarce, mainly focused on studies related to tour guides' conditions in developing countries, and even then, it is usually limited to the investigation of the problem rather than the exploration of adequate strategies to be adopted (Ababneh, 2017;Ap & Wong, 2001;Cohen, 1985;Gavino et al, 2010;Guerrier & Adib, 2003;Mackenzie & Kerr, 2013;Mak et al, 2011;Melubo & Buzinde, 2016;Min, 2014). Therefore, this study aims to understand and tackle the HR issues of the STA understudy to facilitate the management of the workforce across its two different work environments.…”

Section: P R O O Fmentioning

confidence: 99%

“…Secondary resources show a variety of internal marketing strategies that can be implemented as to develop the HR practices of businesses such as the STA understudy: perceived organizational support, empowerment and decision-making authority of the workforce, career development and training programs, compensations, cross-training, and internalization (Ababneh, 2017;Ap & Wong, 2001;Beech & Chadwick, 2006;Cohen, 1985;Gavino & Martinez, 2010;Guerrier & Adib, 2003; Kalleberg,…”

Section: Hr Framework: Internal Marketingmentioning

confidence: 99%

See 4 more Smart Citations

Challenges in Managing Peripheral Workers Within Diverse Environments

Michopoulou¹,

Melpignano²

2019

Event Management

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This article explores the HR issues that tour operators experience in the planning, coordination, and management of tours revolving around cycling events. It does so by using a tour operator based in the UK as a case study and by deploying a qualitative ethnographic approach. This methodology was deemed as the most fitting to enable an in-depth and rich analysis of the issues that characterize the complex management of core (office-based employees) and peripheral workers (tour guides on the event site). Not only do the different operations, time frames, environments, and activities within which the employees operate result in the company's workforce division into two distinctive groups, but they also determine low levels of professional satisfaction and motivation among the tour guides. Investigating the stances held by the company's employees in relation to the difficulties encountered in the workplace is necessary to develop a strategy that allows for retaining peripheral workers, for creating synergy between the two different teams, and consequently for ensuring the achievement of the organization's goals and objectives. The findings highlight how the adoption of HR practices that aim at enhancing the company's internal marketing would entail an optimistic shift in the tour guides' perception of their position within the company, resulting in improved product delivery and reduced absenteeism, burnout, and turnover challenges.

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