Sample

Essay 1

This essay identifies and extends the relationship between the workforce (6) and
sustainability (2) topics as presented in the TourismX MOOC. It will be argued that
sustainable tourism cannot be fully achieved without fuller consideration of how to sustain
its workforce. In the following essay I will first define sustainability and workforce, as
evident in TourismX, and critically examine these definitions. Two contemporary industry
challenges, drawn from different aspects of the industry, and in contrasting destination
contexts, will be presented to bring to life the proposed sustainable workforce conception,
before summarising the key arguments in this essay.

Sustainability is so important that in 2015 the United Nations released the
Sustainable Development Goals. Yet it is a ubiquitous term in tourism parlance and
generally understood as a concept to minimize the potential negative impacts of tourism
(Bramwell & Lane, 1993). To be clearer sustainability is generally agreed to have three
dimensions; the environmental, economic and social (Mair in TourismX, 2017a). Industry
often prefers the ‘planet, profit, people’ trilogy. Overwhelmingly, the tourism academy has
concerned itself with the environmental dimension of sustainability, but as Tribe et al.
(2015) point out tourism’s custodianship of the planet is largely negotiated via a neo-liberal
capitalistic lens. Therefore, it is reasonable to deduce that we can safely say that tourism
sustainability is largely considered via the environmental and economic dimensions. This
leaves the social, or people, dimension. Several scholars have noted that the social
perspective on sustainability has been neglected in tourism research (e.g. Ruhanen et al.,
2015). Of relevance to this essay, the social, or people, dimension, consists of several
groups; destinations, community, travelers, but importantly tourism workers!

As Robinson and Solnet point out in topic 6 (2017b), the tourism workforce is also
neglected in the research. This is highly surprising given tourism generates employment for
nearly 1 out of every 10 jobs globally. Just as for sustainability, TourismX cites the work of
Baum et al. (2016), which provides a framework for better understanding the different
levels of the tourism workforce. Again, there are three dimensions, or levels; macro, meso
and micro. The macro level considers broader environmental, economic, governance and
educational factors. The meso level operates at the tourism organizational, or firm, level.
And the micro level treats the individual worker themselves. As pointed out in TourismX,
there are discernable overlaps between the macro, meso and micro, so for simplicity the
following challenges and solutions are largely restricted to a discrete level.

A major challenge for tourism policy makers and planners, is matching the supply of
labour to projected demand to sustain a viable workforce. This is especially the case in
tourism where skills shortages and labour turnover are perennial issues (Robinson in
TourismX). In many advanced economies however, market forces are depended on to
balance supply and demand. However, this process may take too long which leads to the
risk of losing key inbound tourism markets. Moreover, policy makers can proactively use
tourism to address un- and underemployment. Solutions for taking a proactive labour
market approach are sometimes described as active labour market policies (ALMPs). For
example, Solnet detail in TourismX (2017b) how the Australian government activated ALMPs
during the mining boom (approx. 2008-2012). The mining boom stripped tourism of much of
its labour force; chefs, cleaners, transport workers etc. The raft of ALMPs during this period
offered employers of tourism businesses incentives to take on trainees and give the long-
term unemployed a job. In this way, the ALMPs provided businesses with affordable new
labour market options and at the same time offered employment opportunities to those on
struggle street – a sustainable workforce win-win.

A second major challenge for tourism is the attraction and retention of a suitably
qualified sustainable workforce. This challenge is magnified in rural and regional
destinations (Solnet et al., 2014). TourismX showcased regional outback Queensland as a
destination that grappled with the attraction and retention of its workforce. Their challenge
was exacerbated by the destination’s seasonality – from October to March visitation was
low due to the unremitting summer heat. One new model from the research suggests that
regional and seasonal destinations, like outback Queensland might benefit from the concept
of ‘fit’. Fit usually relates to person-job fit and person-organisation fit. However, Solnet et
al., (2014) proposed that person-community fit is another dimension that is likely to make
workers feel more welcome and attached to the community they work, rest and play in –
and so will feel more settled. For example, recruiting employers can highlight schools to
potential employees with families, or healthcare services for mature applicants, and the
range of community clubs and services for the broader labour market. This is consistent
with emerging research that suggests work-life balance and ‘embeddedness’ in the
community are important factors driving organisational commitment and job satisfaction
(Robinson et al. 2014). And decades’ worth of research has proven that organisational
commitment and job satisfaction has a positive relationship with employees not wanting to
leave their jobs – sustaining their employment.

This essay sought to highlight the interrelationship between two core tourism
concepts; sustainability and workforce. It appears, in academic terms, both have suffered
from a biased approach – the neglect of the social/people dimension for sustainability on
the one hand – and tourism workforce more generally, on the other. Both concepts have
been defined, and some of the shortcomings of those definitions outlined. However, the
presentation of two perennial workforce challenges has demonstrated that a sustainable
workforce approach can be adopted to seek solutions. At the macro-level ALMPs can have
mutual sustainable employment benefits to employers and the long-term un- or
underemployed. Concomitantly, regional destinations struggling to attract and retain a
sustained tourism workforce, can look to the new concept of person-community fit,
consistent with work-life balance approaches, to overcome their challenges. No longer
should workforce and sustainability be considered as mutually exclusive in the tourism
context.

References

Baum, T., Kralj, A., Robinson, R. N., & Solnet, D. J. (2016). Tourism workforce research: A
review, taxonomy and agenda. Annals of Tourism Research, 60, 1-22.

Bramwell, B., & Lane, B. (1993). Sustainable tourism: An evolving global approach. Journal of
sustainable tourism, 1(1), 1-5.

Robinson, R. N., Kralj, A., Solnet, D. J., Goh, E., & Callan, V. (2014). Thinking job
embeddedness not turnover: Towards a better understanding of frontline hotel worker
retention. International Journal of Hospitality Management, 36, 101-109.

Ruhanen, L., Weiler, B., Moyle, B. D., & McLennan, C. L. J. (2015). Trends and patterns in
sustainable tourism research: a 25-year bibliometric analysis. Journal of Sustainable
Tourism, 23(4), 517-535.

Solnet, D. J., Ford, R. C., Robinson, R. N., Ritchie, B. W., & Olsen, M. (2014). Modeling
locational factors for tourism employment. Annals of Tourism Research, 45, 30-45.

TourismX (Producer) (2017a) Sustainability. Australia UQx

TourismX (Producer) (2017b) Workforce Planning & Development. Australia UQx

Tribe, J., Dann, G., & Jamal, T. (2015). Paradigms in tourism research: A trialogue. Tourism
Recreation Research, 40(1), 28-47.


Sample Essay 2

Technology has been a significant driver of change shaping economies, markets and
societies globally. Increasingly, tourism organisations are adopting new innovations in both
back and front of house to increase efficiencies, decrease costs and most importantly, to
increase customer satisfaction (Benckendorff in TourismX, 2017a). However, the steepness
of each new learning curve resulting from new innovations means that we haven’t always
got it right. Understanding the unique needs of consumers in the context of service
management concepts can provide tourism operators with a framework to strategic
evaluate how technology can be best utilised to create high-touch experiences
(Benckendorff in TourismX, 2017a; Solnet in TourismX, 2017b). This essay will illustrate that
the utilisation of technological innovations need not come at the expense of high-touch
experiences and that applied appropriately, it can add value and personal meaning to the
tourist experience.

The production of tourist encounters is inseparable from their consumption and are
highly heterogeneous. Although this presents challenges with regard to quality control,
service delivery and consistency (Solnet in TourismX, 2017b), it also presents a unique
opportunity to create memorable and valuable experiences through effective co-creation
between the tourist and tourist provider. As with any effective relationship, there must be
mutual understanding and easily accessible mechanisms that allow this to occur in a
mutually beneficial way. Thus, learning to know and understand our consumers is the first
step to achieving this.

Consumers today are using technology (particularly mobile technology) throughout

the entire decision making process to craft their holiday experiences for their individual
wants and needs (Benckendorff in TourismX, 2017a; Deloitte, 2017; WTTC, 2017; Jobs,
2017). This has resulted in an increasingly fragmented markets that demand authentic,
personalised experiences that offer on-demand functionality with minimal frictions
throughout their travel experience (Deloitte, 2017; WTTC, 2017). However, it also presents a
larger pool of data that websites have been unable to effectively capture due to the nature
of travel decisions as occurring infrequently and the fact that peoples preferences and
behaviours as travellers change depending on their reasons for travel (Deloitte, 2017; WTTC,
2017). By leveraging mobile data, tourism operators are better placed to capture the needs
of such markets and respond to these.

For example, Hotel Lugano Dante in Switzerland uses a digital CRM tool that
facilitates operations and is integrated throughout all operational areas of the hotel
(Neuhafer, Buhalis, & Ladkin, 2013). Virtual touch points (also data collection points) occur
at all stages of the visitor journey through a personalised website that visitor’s access
through the hotels main website, and through the user’s personal device. These touch
points allow the user to individualise their experiences through a range of preferences and
modifications to the service-product offered. This also allows staff to streamline the
experience reducing friction points by increasing the fluidity of interdepartmental
communication (Nuehafer et al., 2017; Maechler, Neher & Park, 2016). Data collected at
virtual points also allow hotel staff to respond to their needs in a highly individualised and
timely manner (Neuhafer et al., 2017).

This technology does not replace staff or service encounters. It provides an efficient
way to capture data to enhance service encounters and meet guests’ needs while
streamlining process for both the guest and the hotel. Experiences are truly co-created
through the application of this technology to ensure the presence of both performance and
excitement-delight factors as described by Karen Hughes (2017b) in the Services &
Management in TourismX video.

From a different perspective, that of tourist information services, augmented reality

(AR) is capable of leveraging data to enhance the tourist experience (Benckendorff in
TourismX, 2017a). For example, as Karen Hughes (2017) explained a tourist arriving for the
first time at their destination will typically experience a degree of uncertainty as they seek
to understand and navigate this new environment. A number of AR apps are available (e.g.
GeoTravel, WikiTude and Yelp Monocle) and provide users with targeted suggestions and
information about the destinations (directions, accommodation, food, tourist sites and
entertainment). These suggestions are derived from data available throughout social media
sites, review sites and the user own mobile preferences (Hudson, 2017). User’s sense of
discomfort is eased by giving them access to useful and timely information to assist them in
making decision, navigating their new environment. This high-tech moment is
simultaneously a high-touch moment, despite the absence of a human. It reduces the
friction associated with the travel experience while allowing the user to engage in a
multisensory way with their environment, enabling them to craft their own experiences.
Technology applied in this way address the excitement-delight factor of creating
experiences, however as the expectations of tourists change, apps such are these may come
to be considered a performance factor.

The two examples above highlight the same underlying concept: Technology can be
utilised to capture and understand the needs of guests, even in a fragmented markets. With
this knowledge, and the innovative capabilities technology offers, the challenge of
inseparability becomes an opportunity for providers and destinations to create truly
individualised, co-created and thus valuable experiences to the user.

References

Deloitte Centre for Industry Insights (2017) 2017 Travel and Hospitality Industry Outlook. Deloitte
Development. Retrieved from:
https://www2.deloitte.com/content/dam/Deloitte/us/Documents/consumer-business/us-cb-2017-
travel-hospitality-industry-outlook.pdf

Jobs, S. (2017) 6 Major Hotel industry challenged in 2017 & Beyond. Global Hospitality Portal.
Retrieved from: https://www.soegjobs.com/2017/07/24/6-major-hotel-industry-challenges-2017/

Maechler, N., Neher, K. & Park, R. (2016) From Touchpoints to journeys: Seeing the world as
customer do. McKinsey & Company Marketing & Sales. Retrieved from:
https://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/from-touchpoints-
to-journeys-seeing-the-world-as-customers-do

Neuhafer, B., Buhalis, D. & Ladkin, A. (2013) High Tech for High Touch Experiences: A Case Study
From the Hospitality Industry (Conference Paper -
file://files.business.uq.edu.au/uqlfole3$/UQBSData/Documents/LFoley%20Personal/Neuhoferetal._
ENTER2013_HighTechforHighTouchExperiences_ACaseStudyfromtheHospitalityIndustry.pdf

TourismX (Producer) (2017a) Technology & Innovation. Australia UQx

TourismX (Producer) (2017b) Service & Experience Management. Australia UQx

World Travel & Tourism Council (2017) Travel and Tourism: Global Economic Impact & Issues 2017.
World Travel & Tourism Council United Kingdom. Retrieved from: https://www.wttc.org/-
/media/files/reports/economic-impact-research/2017-documents/global-economic-impact-and-
issues-2017.pdf