Page 31 - Turistična podjetja in pandemija covida-19
P. 31
Izzivi delovne sile v turizmu v novi realnosti
alth problems, and their detrimental effects on hotel employees’ propen-
sity to be late for work, absenteeism, and life satisfaction. Current Issues in
Tourism, 24(7), 934–951.
Ludlow, M. (2021, 1. april). Wanted: 1000 chefs, as tourism operators struggle
to find staff. Financial Review. https://www.afr.com/companies/tourism
/wanted-1000-chefs-as-tourism-operators-struggle-to-find-staff
-20210329-p57ewq
Lund, S. Q., Ellingrud, K., Hancock, B., Manyika, J., in Dua, A. (2020, 2. april).
Lives and livelihoods: Assessing the near-term impact of c ovi d-19 on us
workers. McKinsey. https://www.mckinsey.com/industries/public
-and-social-sector/our-insights/lives-and-livelihoods-assessing-the
-near-term-impact-of-covid-19-on-us-workers
Martins, A., Riordan, T., in Dolnicar, S. (2020). A post-covid-19 model of tou-
rism and hospitality workforce resilience. https://doi.org/10.31235/osf.io
/4quga
McDowell, L., Batnitzky, A., in Dyer, S. (2009). Precarious work and economic
migration: Emerging immigrant divisions of labour in Greater London’s
service sector. International Journal of Urban and Regional Research, 33(1),
3–25.
Nemec Rudež, H., in Mihalič, T. (2007). Intellectual capital in the hotel indu-
stry: A case study from Slovenia. International Journal of Hospitality Man-
gement, 26(1), 188–199.
oe cd. (2020). Job retention schemes during the c ovi d-19 lockdown and be-
yond. https://www.oecd.org/coronavirus/policy-responses/job-retention
-schemes-during-the-covid-19-lockdown-and-beyond-0853ba1d/
oecd. (2021a). Adult learning and c ovi d-19: How much informal and non-
formal learning are workers missing? https://www.oecd.org/coronavirus
/policy-responses/adult-learning-and-covid-19-how-much-informal
-and-non-formal-learning-are-workers-missing-56a96569/
oe c d (2021b). Preparing the tourism workforce for the digital future (oe c d
Tourism Papers No. 2021/02).
One Fair Wage, u c Berkeley Food Labor Research Center. (2021). It’s a wage
shortage, not a worker shortage: Why restaurant workers, particularly mo-
thers, are leaving the industry, and what would make them stay. https://
onefairwage.site/wp-content/uploads/2021/05/OFW_WageShortage
_F.pdf
Ozdemir, M. A. (2020). What are the economic, psychological and social con-
sequences of the Covid-19 crisis on tourism employees? International Jo-
urnal of Social, Political and Economic Research, 7(4), 1137–1163.
Romero, D. (2021, 29. junij). Exhausted’ restaurants turn to technology to address
worker shortages. Yahoo Finance. https://finance.yahoo.com/news
/exhausted-restaurants-turn-to-technology-to-address-worker
-shortages-174305747.html
Schwab, K. (2021, 24. junij). Hiring is one thing, but training workers is another
challenge for companies. Marketplace. https://www.marketplace.org/2021
/06/24/hiring-is-one-thing-but-training-workers-is-another
-challenge-for-companies/
31
alth problems, and their detrimental effects on hotel employees’ propen-
sity to be late for work, absenteeism, and life satisfaction. Current Issues in
Tourism, 24(7), 934–951.
Ludlow, M. (2021, 1. april). Wanted: 1000 chefs, as tourism operators struggle
to find staff. Financial Review. https://www.afr.com/companies/tourism
/wanted-1000-chefs-as-tourism-operators-struggle-to-find-staff
-20210329-p57ewq
Lund, S. Q., Ellingrud, K., Hancock, B., Manyika, J., in Dua, A. (2020, 2. april).
Lives and livelihoods: Assessing the near-term impact of c ovi d-19 on us
workers. McKinsey. https://www.mckinsey.com/industries/public
-and-social-sector/our-insights/lives-and-livelihoods-assessing-the
-near-term-impact-of-covid-19-on-us-workers
Martins, A., Riordan, T., in Dolnicar, S. (2020). A post-covid-19 model of tou-
rism and hospitality workforce resilience. https://doi.org/10.31235/osf.io
/4quga
McDowell, L., Batnitzky, A., in Dyer, S. (2009). Precarious work and economic
migration: Emerging immigrant divisions of labour in Greater London’s
service sector. International Journal of Urban and Regional Research, 33(1),
3–25.
Nemec Rudež, H., in Mihalič, T. (2007). Intellectual capital in the hotel indu-
stry: A case study from Slovenia. International Journal of Hospitality Man-
gement, 26(1), 188–199.
oe cd. (2020). Job retention schemes during the c ovi d-19 lockdown and be-
yond. https://www.oecd.org/coronavirus/policy-responses/job-retention
-schemes-during-the-covid-19-lockdown-and-beyond-0853ba1d/
oecd. (2021a). Adult learning and c ovi d-19: How much informal and non-
formal learning are workers missing? https://www.oecd.org/coronavirus
/policy-responses/adult-learning-and-covid-19-how-much-informal
-and-non-formal-learning-are-workers-missing-56a96569/
oe c d (2021b). Preparing the tourism workforce for the digital future (oe c d
Tourism Papers No. 2021/02).
One Fair Wage, u c Berkeley Food Labor Research Center. (2021). It’s a wage
shortage, not a worker shortage: Why restaurant workers, particularly mo-
thers, are leaving the industry, and what would make them stay. https://
onefairwage.site/wp-content/uploads/2021/05/OFW_WageShortage
_F.pdf
Ozdemir, M. A. (2020). What are the economic, psychological and social con-
sequences of the Covid-19 crisis on tourism employees? International Jo-
urnal of Social, Political and Economic Research, 7(4), 1137–1163.
Romero, D. (2021, 29. junij). Exhausted’ restaurants turn to technology to address
worker shortages. Yahoo Finance. https://finance.yahoo.com/news
/exhausted-restaurants-turn-to-technology-to-address-worker
-shortages-174305747.html
Schwab, K. (2021, 24. junij). Hiring is one thing, but training workers is another
challenge for companies. Marketplace. https://www.marketplace.org/2021
/06/24/hiring-is-one-thing-but-training-workers-is-another
-challenge-for-companies/
31
