Jain, Saurabh Kailash
(2024)
The role of job demands and resources in shaping employee wellbeing and performance in the hospitality industry.
PhD thesis, University of Nottingham.
Abstract
The hospitality industry is a growing service sector within the global economy and a crucial job generator, employing 2.38 million people in the United Kingdom. Despite the impact of the Covid-19 pandemic, it is the third largest private sector employer, representing 6.9% of UK employment in 2020. However, the hospitality industry is beset by an adverse psychosocial work environment where employees for instance, work in unstable schedules, have high job demands, long working hours and experience high work-life conflict. Managing job demands and resources in this context is therefore critical, as a wide body of research has identified them as important antecedents of employee engagement, health and wellbeing, and organisational performance in a wide range of sectors worldwide. However, there is still limited research on the nature of the psychosocial work environment and the effects of job demands and resources within the hospitality industry.
Underpinned by the JD-R model, the overall aim of this doctoral research was to understand the role of job demands and resources in shaping employee wellbeing and organisational performance in the hospitality industry. Three objectives were outlined to achieve this aim: a) identify the link between job demands and job resources and their impact on organisational performance in the hospitality industry, b) evaluate the link between job demands (time constraints and task monotony) and job resources (autonomy, co-worker, supervisor, organisational support), as well as their effect on employee engagement, health and wellbeing, and organisational performance, and c) examine the experiences of employees within the sector through the lenses of their lived experiences and the meanings they construct from these experiences on the nature and impact of psychosocial factors on individual wellbeing, job performance, job satisfaction, commitment, and employee engagement. It also examines the key challenges related to psychosocial working conditions within the hospitality industry in the UK.
A mixed method design was adopted, and three studies sought to answer the research questions. The first study, a systematic literature review, used the PRISMA framework and critical appraisal skills programme (CASP) approach to assess the strengths and weaknesses of the selected articles (84 papers met the inclusion criteria). Based on a thorough analysis of the literature retrieved from the search results, this study not only identified the key psychosocial factors prevalent within the industry but also identified their relationships with employee health, wellbeing, and organisational performance, and provided the needed conceptual framework to support a systematic classification of findings deriving from papers identified through the systematic review process.
The second study analysed data from the 6th European Working Conditions Survey using responses from participants (n= 2393) working in the hospitality sector. SPSS 29.0 and AMOS 28.0 were used for statistical analysis comprising descriptive analysis, subgroup analysis, confirmatory factor analysis and path analysis. Confirmatory factor analysis was performed to address the gap between theory and observation and the fit of the data to a specific, theory-derived measurement model. The results of the path analysis confirmed that job demands were associated with a decline in the quality of employee health and wellbeing (H1). The results also confirmed that job resources were associated with an improvement in the quality of employee health and wellbeing (H2). Additionally, the results of the analysis of the mediating constructs in the path model confirmed that work-related stress mediates the relationship between job demands and health and wellbeing (H3a), but it did not mediate the relationship between job resources and health and wellbeing (H3b), and it also confirmed that engagement mediates the relationship between job demands and job resources and health and wellbeing (H4a and H4b).
In the third study, a phenomenological approach was adopted to examine the experiences of employees and managers working in the UK hospitality industry. A combination of purposive and convenience sampling was used in this study (due the disruption caused by the pandemic). A total of 30 (15 managers and 15 employees) semi-structured interviews were used to collect data. Thematic analysis was performed to discover, analyse, and report themes within the interview data utilising the 6-phase method suggested by Braun and Clarke (2006). Post analysis, four themes emerged: a) psychosocial factors (job demands and resources) prevalent within the hospitality industry, b) drivers for creating positive psychosocial work environments, c) barriers to creating positive psychosocial work environments, and d) measures to improve employee health and wellbeing and increase performance. Findings highlighted which job resources and demands affected employee engagement, health and wellbeing of hospitality workers and managers, and how it impacts overall performance. Almost all participants were highly engaged in their jobs and were willing to work 10-to-11-hour long shifts. However, poor pay, a lack of recognition, and a high workload were reported to be detrimental to their health and wellbeing and were also highlighted as factors that deterred prospective workers. The lack of a clearly defined professional development plan and absence of a fair appraisal system was also cited as some of the most critical issues within the sector.
Adverse employment and working conditions are a significant concern in the hospitality industry, and unless psychosocial risks at work are assessed and managed, it can prove costly for employers and employees alike due to reduced organisational performance and a negative impact on employee health and wellbeing. Based on the JD-R model, this research contributes to the limited research on the psychosocial work environment in the hospitality sector, from the perspective of both employees and managers. Knowledge gained from this research will contribute to empowering organisations to better understand the impact of demands and resources on the health and wellbeing of employees and performance in the sector. It will allow organisations to take appropriate actions to manage work demands and enhance resources to promote optimal employee health and wellbeing and organisational performance.
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