Employees' working life and performance of UK ethnic minority restaurants: a qualitative approach

Abstract

PurposeThis paper investigates the linking between employees' working life (EWL) and job performance of ethnic minority Bangladeshi restaurants in Greater London.Design/methodology/approachThe authors use in depth face-to-face interviews of 40 participants working in 20 Bangladeshi restaurants (BRs) following a convenience sampling method. A thematic analysis technique, with the help of QSR N10, developed two key themes related to EWL and performance.FindingsThese themes highlight several aspects of the relationship between EWL and performance. First, EWL is “beyond” the UK tradition; employers show a domineering attitude; however, employees continue to work due to lack of skills and competence. Second, employees perceive and present themselves as satisfied; however, this satisfaction is not reflected in the business performance of BRs. Third, the analysis shows that business owners “trap strategy” constrains employees to develop their skills for mobility to other industries. Hence, employees express satisfaction with their existing situation on the basis that it is the best they can hope for, given their specific skills and competence, and need for some security in the UK. Fourth, non-financial performance, for example, job autonomy, sense of fulfilment is related to EWL.Practical implicationsThe paper provides a framework to promote a better understanding of the linking between employees' working life and performance of UK ethnic minority restaurants. Also, the paper makes recommendations for further research, including an examination of the applicability of the findings to SMEs operated by other ethnic groups in the UK.Originality/valueThis paper adds to the scarce literature on the working life of people in Bangladeshi restaurant businesses in the UK and the relationship between EWL and business performance.

The impact of Covid-19 on struggling ethnic minority entrepreneurs' business strategy: the case of Bangladeshi curry houses in the United Kingdom

“…Second, it has long been assumed that EMBs operating in the catering sector, are somehow protected from outside competition “mainly because the entire post-modern ethos of dining out … rests crucially on diversity, novelty, and choice” (Ram et al ., 2003, p. 665). However, although the Bangladeshi restaurant sector, and more specifically Curry Houses, has grown significantly during the past decades (Korede et al ., 2021; Razzak et al ., 2021), across the industry, more than two Curry Houses are exiting the market each week (Financial Times, 2016). Curry restaurants have been in a crisis long before the Covid-19 pandemic.…”

“…However, although the Bangladeshi restaurant sector, and more specifically Curry Houses, has grown significantly during the past decades (Korede et al, 2021;Razzak et al, 2021), across the industry, more than two Curry Houses are exiting the market each week (Financial Times, 2016). Curry restaurants have been in a crisis long before the Covid-19 pandemic.…”

A formative measurement model and development of quality of work-life scale based on two-factor theory: evidence from Indian private industries

“…Sufficient empirical and theoretical research has demonstrated the significance of QoWL in determining the employees' job satisfaction (Nanjundeswaraswamy, 2021; Saridakis et al. , 2020; Dhamija et al ., 2019), Organizational performance (Razzak et al. , 2022), employee engagement (Gupta et al.…”

“…QoWL is the feeling generated by the needs and demands of the employees, and management attempts to accommodate them to expedite the organization's goal accomplishment. In summary, QoWL refers to the total of all material and non-material values reflected in employees during their work life (Dhamija et al ., 2019; Razzak et al. , 2022).…”

“…QoWL is the feeling generated by the needs and demands of the employees, and management attempts to accommodate them to expedite the organization's goal accomplishment. In summary, QoWL refers to the total of all material and non-material values reflected in employees during their work life (Dhamija et al, 2019;Razzak et al, 2022). Sufficient empirical and theoretical research has demonstrated the significance of QoWL in determining the employees' job satisfaction (Nanjundeswaraswamy, 2021;Saridakis et al, 2020;Dhamija et al, 2019), Organizational performance (Razzak et al, 2022), employee engagement (Gupta et al, 2019;Sun et al, 2022), burnout (Srivastava et al, 2019;Saygili et al, 2020), occupational stress (Bhande et al, 2020;Foy et al, 2019) and employee retention (Naude et al, 2013;Dechawatanapaisal, 2017;Kim et al, 2020).…”