Tourism Employment: Analysis and Planning (Aspects of by Adele Ladkin, Edith Szivas, Michael Riley

By Adele Ladkin, Edith Szivas, Michael Riley

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Attached to this idea are a bundle of issues to do with attachment to the labour market and discrimination. In the context of this analysis, possibly a more useful argument is that women are low-paid because they work in low paid-jobs. The economic system produces low paid jobs irrespective of who does them. The fact that high proportions of occupants of such jobs are women does not cause the level of pay. It is the reverse of the discrimination argument, and it points the finger at the nature of jobs themselves (Murgatroyd, 1982).

In a sense, that is true. A pragmatic way of looking at the problem of labour productivity is simply to look at the substitution choices which crudely come down to four – capital for capital, capital for labour, labour for capital and labour for labour. However, motives have a role to play. What the analysis of the problem suggests is that productivity increases the need to be motivated not just by cost minimisation through cost substitution but also by ‘responsiveness’ strategies. Making resources responsive may be as helpful to the course of productivity as making them cheaper.

It is often said that the customer is king but, in the sphere of productivity, the throughput of customers is always king. From the above, it follows that variations in demand are the key factor in operational productivity. If demand varies in the short term, then supply inputs need to match that variation in the cause of productivity. An Anatomy of the Problem The implications of accepting the idea that demand governs supply is that the achievement of any level of operational productivity is a matter of forecasting accurately and responding effectively to that demand.

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