Employees' perception of robots and robot-induced unemployment in hospitality industry under COVID-19 pandemic

Robots in travel clinics: building on tourism's use of technology and robots for infection control during a pandemic

The arrival of COVID-19 impacted every aspect of life around the world. The virus, whose spread was facilitated overwhelmingly by people's close contact at home and by travelling, devastated the tourism, hospitality, and transportation industry. Economic survival depended largely on demonstrating to authorities and potential travellers the strict adherence to infection control measures. Fortunately, long before the pandemic, the industry had already employed digital technology, artificial intelligence, and service robots, not to keep the world safe, but to either bridge staff shortages or save costs, reduce waiting times, streamline administration, complete unattractive, tedious, or physical tasks, or use technology as marketing gimmicks. With COVID-19, offering social distancing and touchless service was an easy step by extending quickly what was already there. The question arose: could travellers' acceptance of technology and robots for infection control be useful in travel medicine? COVID-19 fostered the rapid and increased acceptance of touchless technology relating to all things travel. The public's expectations regarding hygiene, health and safety, and risk of infection have changed and may stay with us long after the pandemic is 'the new normal', or a new one approaches. This insight, combined with the current experience with robots in health and medicine, is useful in exploring how robots could assist travel medicine practice. However, several aspects need to be considered in terms of type of robot, tasks required, and the public's positive or negative attitudes towards robots to avoid known pitfalls. To meet the crucial infection control measures of social distancing and touch avoidance, the use of robots in travel medicine may not only be readily accepted but expected, and implications for management, practice, and research need to be considered.

Leveraging employee online reviews for improving hotel competitiveness in the great resignation

The Great Resignation has brought significant challenges to the recovery of the hospitality industry from the depression caused by the coronavirus pandemic (COVID-19). Prior studies have revealed that the leading cause of the Great Resignation is negative employee experience. However, few empirical studies have been conducted to obtain deep insights into the negative experiences of hospitality employees. Hotel managers still lack the knowledge to help them resolve the workforce problem and maintain competitiveness during the pandemic. This study proposes a novel framework, named HENEX, that uses data-mining technologies and employees' online reviews about hotels to identify the factors that lead to hospitality employees' negative experiences and changes in these factors caused by COVID-19. We demonstrate the effectiveness of HENEX through a case study that involves major hotels in Australia. The findings could help hotel managers develop strategies to resolve the workforce problem and maintain competitiveness during the Great Resignation period.