“What else is new?” identifying emerging psychosocial risk factors in hospitality employment

Abstract

PurposeThe purpose of this study is to identify new psychosocial risk factors in the assessment of job demands and job resources in hospitality employment and to initiate the development of a psychosocial hospitality risk indicator (PHRI). The argument is underpinned by the findings from an exploratory study of health and safety representatives (HSE) in the hospitality sector.Design/methodology/approachUsing focus-group interviews with 15 HSE representatives from 13 hospitality companies in lodging, housekeeping, and food and beverage segments, this research explored perceived psychosocial risks in different hospitality jobs through the lens of the JD-R (job demands-job resources) model.FindingsThis study suggests that factors such as conditioned flexibility, technological requirements, multicultural workforce interactions, lack of support from customers and lack of emotion ventilation represent new risk factors in the psychosocial work environment if not properly managed. A list of items to assess these new psychosocial risks is provided, and a model of different knowledge sources for the further development of the PHRI is suggested.Originality/valueThis is the first paper to identify new psychosocial risks in hospitality employment through the lens of a health and safety work perspective. A key theoretical contribution of this research is the extension of the JD-R model with new variables representing service-specific job demands and resources and the development of items for future risk assessment in hospitality jobs.

Aligning expectations with real-world experiences: a talent management study on the restaurant industry in Finland

“…The owners hold the most power in restaurants and therefore withdrawal, neglect, and disengagement of owners from everyday work can exert a substantial detrimental influence on workplace morale and trust, ultimately resulting in increased turnover rates. Gjerald et al . (2023), present in their study that support and recognition from management and colleagues is important to employees.…”

“…Also, emotions play part in employees' expectations, whether positive or negative they have an impact on how employees anticipate outcomes. Unpleasant and inadequately managed or suppressed emotional experiences tend to lower individuals' expectations of positive outcomes, affecting their perceptions and expectations (Birtch et al, 2021;Gjerald et al, 2023).…”

“…Also, emotions play part in employees' expectations, whether positive or negative they have an impact on how employees anticipate outcomes. Unpleasant and inadequately managed or suppressed emotional experiences tend to lower individuals' expectations of positive outcomes, affecting their perceptions and expectations (Birtch et al ., 2021; Gjerald et al ., 2023). In line with these studies, we adopt a broad definition of working conditions that encompasses physical and psychological risk factors, as assessed by the workers themselves.…”

“…Due to the inherent precarious nature of the restaurant industry, characterized by low stability, high employee turnover, reliance on younger and low-skilled workers, seasonality, part-time work, exhausting workdays, and possible discrimination or bullying, working conditions in this field require extensive scrutiny and attention to a broad spectrum of factors (Ariza-Montes et al, 2019;Kravariti et al, 2022). Furthermore, restaurant work presents distinctive challenges, including interactions with diverse and sometimes demanding customers, socially intensive duties, emotional strain, a multicultural work environment, and evolving technological demands (Cajander et al, 2023;Gjerald et al, 2023). Flexibility within this setting warrants a separate consideration, as it assumes a unique character from the perspectives of both employees and employers (Koutsimpogiorgos et al, 2020;Kost et al, 2020).…”

“…Flexibility within this setting warrants a separate consideration, as it assumes a unique character from the perspectives of both employees and employers (Koutsimpogiorgos et al, 2020;Kost et al, 2020). Gjerald et al (2023) address this dichotomy by introducing 'conditioned flexibility,' initially presented as an advantage but potentially evolving into an additional demand for employees. Good working conditions have been linked to improved organizational citizenship and commitment, work self-efficacy and job performance while reducing employee turnover and motivation to leave early before the end of the shift (Ariza-Montes et al, 2019;Liu et al, 2016).…”