Sustainable HRM Practices for Managing Gig Workers in the Tourism Industry

The rapid expansion of the gig economy has reshaped tourism employment, accelerating the use of shortterm, task-based labour to respond to seasonality and volatile demand. Tourism organisations increasingly depend on gig workers—such as tour guides, translators, photographers, independent travel facilitators, freelance hospitality staff, and platform-mediated service providers (including ride-hailing and delivery)—to sustain visitor experiences while controlling labour costs. Yet this employment model often shifts risks to workers, creating persistent challenges related to income instability, limited job security, weak access to training, and inadequate social protection. These concerns became particularly visible during the COVID-19 shock, when many tourism gig workers experienced sudden income loss and limited safety nets. This chapter argues that traditional HRM models, designed primarily for standard employment relationships, are insufficient for managing gig work in a way that supports service quality and long-term workforce resilience. Drawing on Sustainable Human Resource Management (SHRM) principles and job design perspectives, the chapter explains how HR systems can be reoriented to balance operational flexibility with decent work expectations. It highlights key HRM challenges in gig tourism—algorithmic and ratingbased performance pressures, inconsistent pay structures, limited development opportunities, weak voice mechanisms, and well-being risks—while recognising that gig work can also offer autonomy and entry points to tourism livelihoods. The chapter’s main contribution is a conceptual framework linking SHRM practices (fair and transparent compensation, inclusive talent management, continuous skill development, well-being protections, ethical leadership, and performance sustainability) to intermediate gig-worker outcomes (capability, engagement, and well-being). These outcomes strengthen workforce sustainability through improved retention intentions, service consistency, and organisational resilience, ultimately supporting sustainable tourism outcomes such as destination competitiveness, visitor satisfaction, and inclusive growth. The chapter concludes with managerial and policy implications, emphasising collaborative responsibilities among tourism firms, platforms, and regulators to embed fairness and sustainability in gig-based tourism work.