SEASONAL EMPLOYMENT IN TOURISM ORGANIZATIONS AS A CHALLENGE FOR HUMAN RESOURCE MANAGEMENT.

Purpose -- The purpose of this paper is to investigate the impact of seasonal employment on the policies and practices of human resource management (HRM) in tourist organizations. The framework for HR policies and practices is based on an organization's chosen business strategy, and its acceptance of the industry's seasonal nature and a dichotomous business type or its preference to run a non-seasonal business. This paper aims to analyze the differences, in carrying out specific human resource management activities, between organizations that "embrace" seasonality and dichotomous business management and those that "challenge" seasonality and prefer continuous business management. Methodology -- As a methodological framework for analyzing human resource management activities in tourism, a continuum is used, ranging from "embracing" to "challenging" seasonality. In this manner, the strategic context of HRM is taken into account and additionally vertical and horizontal alignments are explained. Seasonal employment in the EU tourism sector is analyzed and HRM trends and processes are identified and explained. Findings -- The paper presents the possibilities and limitations as well as the effects of applying various human resource management activities, depending on the chosen seasonal employment approach in the tourism sector. The results of secondary data analysis on the type and length of work engagement in the field of tourism in the EU indicate a preferred approach to seasonality. At the same time, they can serve as a basis for discussing desirable and necessary HRM policies and practices. Contribution -- The paper's contribution is reflected in emphasizing the importance of aligning HRM policies and practices with the specific features of the tourism industry, the specific features of the chosen business strategy, and the seasonal way of doing business. Research results indicate that the "war for seasonal workers" began long ago and that tourism organizations can ensure long-term sustainable success and competitive positioning only if they come up with more attractive measures to win and retain skilled and capable employees. [ABSTRACT FROM AUTHOR]